Education, Children’s Services and Leisure

Cabinet Copy November 2008

The Edmonton Review: The future of services and facilities for young people in Edmonton.

The Edmonton Review Working Group would like to thank all the contributors involved in compiling this report.

You are encouraged to circulate this report to

anyone who may find it

Contact: Neil Rousell useful. Assistant Director - ECSL

Contents Page

1. Introduction 3 2. Executive Summary 4

3. Background 5

4. Methodology 6

5. Children’s Area Partnerships 7

6. Priorities for children and young people 8

7. Summary of Recommendations 10

Chapter 1 Social deprivation, health & demographics 14

Chapter 2 Educational provision, opportunity (Early Years to age 25) 28

Chapter 3 Keeping people safe 46

Chapter 4 Community cohesion / development 58

Chapter 5 Youth, leisure and culture facilities 67

Chapter 6 Employment regeneration and enterprise opportunities 87

Chapter 7 Conclusions and Action Plan 101

Appendices 102 1. The Review Team and Evidence base 2. Glossary of terms used in the report 3. Leisure Survey Information 4. Leisure Services Activities 5. Diversionary Activities CAP 2 6. Youth Services Activities 7. LSC Programmes and Initiatives 8. Youth Offending Service – Budget issues.

Map of Voluntary and Community Groups in CAP 2 Map of Children’s Services in CAP 2.

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1. Introduction The review working group interviewed over 80 contributors and examined a large The Edmonton Review: The future of number of policy and research documents services and facilities for young people in to compile this report. (see Appendix 1) Edmonton (0-25), has been commissioned by the Council Management Board and the Overall, the Edmonton area has many Cabinet on behalf of the young people of challenges but in recent years many Edmonton or Children’s Area Partnership improvements have taken place to (CAP) 2 area and their families. The regenerate the area and improve the lives function of this document is to set the of Edmonton residents. The significant context, identify the key issues and changes have been a radical describe strategic goals and actions for the refurbishment of the Edmonton Green Borough and its partners. It provides an shopping centre and transport hub in 1999. evidence base for future policy in Enfield This major project was created in by analysing both the current and future partnership with developers, St. Modwen, needs of young people in this geographical Transport for London, the Primary Care area. Trust and local residents. The new bus station, a new market hall, expanded retail The report also sets out the important floor space and new digital CCTV system changes and the likely resource with security office has helped to secure requirements over the next five years. the area and provide a sense of renewal. Other improvements include, a new By setting out our vision for the future the Healthy Living Centre, a state-of-the-art Council will lead the improvement needed Leisure complex and swimming pool. to give a sense of direction and purpose to In addition 176 two bedroom flats, all of the young people of Edmonton. The which were for the affordable housing Council is taking a proactive approach to market have been created to replace ensure that services and facilities for inadequate housing stock. These are all young people are meeting the needs of significant investments and indicates the young people and their families. Council’s commitment to regenerating the Edmonton area. This report and strategy coincides with the development of the new Youth Support This report will look to build on this Service and integration of the Connexions success and provide direction to the service back into the local authority. It also Enfield Place Shaping Strategy in relation recognises that in the first six months of to the needs of young people in Edmonton 2008 four fatalities occurred in the and the related Central Leeside. community. Therefore this report aims to review every service and its impact on the In making these strategic links the Council community in Edmonton to minimise the and its Partners can address long standing potential of these events being repeated. issues of social exclusion by building the infrastructure and opportunities necessary In addition in 2010 the Local Authority will to increase life chances through education, become the commissioner for 14-19 employment, enterprise and training strategy developments as the local Learning and Skills Council will be Full copies of the report can be downloaded relinquishing this role to the Local Authority at: allowing the Authority to set the priorities for the funding of 14-19 programmes. The www…………………………….. unique circumstances in Edmonton will obviously need to be considered carefully to meet the needs of young people

2. Executive Summary declining. Despite this positive statistic significant safety concerns remain in the Chapter 1 – Social Deprivation, Health community following the four fatal stabbings and Demographics in Edmonton since January 2008. The Indicators in relation to social deprivation, chapter provides a number of proposals for health and demographics, show that the future, including tackling the gang Edmonton is becoming more diverse and culture and helping to reinforce the role of increasingly socially deprived. However, the community and the police by the whole of the eastern corridor is encouraging more partnership working. similarly affected as many nearby wards share similar pressures and problems. In Chapter 4 – Community Cohesion order to tackle social deprivation child The Council is determined to engage local poverty needs to be reduced and family life people to plan a series of improvements in improved. Initiatives such as Family a coherent and co-ordinated manner. In Intervention Projects could be considered order to foster improved community to tackle many of the deep seated family cohesion / development, a community problems and to tackle the continued cycle structure to focus community efforts and of deprivation that appears to replicate aspirations is needed. The main proposal itself in the family history of those severely includes a proposal to create a new and affected by deprivation. This section also dynamic Community Development Trust to contains a proposal to instigate a multi- operate as a broker between the Council departmental team to plan a range of and community groups and/or leaders. This interventions to address the social development could help to reshape and exclusion of many families in the rationalise the voluntary and community community. groups and tackle inequality. The trust could also bring the community together to 1 Chapter 2 – Educational Provision develop a common narrowing of the gap The majority of interviewees cited this as agenda for change in the area. The chapter the most important theme in the review as also looks at the conditions necessary to it holds the key to the future rejuvenation of secure a cohesive community. This type of the Edmonton area. Although, the highest partnership working will provide many achieving Enfield secondary school is innovative ideas and opportunities which located in Edmonton the school does not are specifically designed to improve health, draw many students from the local area. housing, education, employment, safety Therefore levels of educational attainment and prosperity. are significantly lower than the rest of the Borough in all Key Stages. This chapter Chapter 5 – Youth Leisure and Cultural looks at the strategy to support schools Facilities that need further help to improve The perception in Edmonton is that there is attainment levels and meet the needs of little for young people to do and that there Edmonton students. By focusing on a are few facilities in the area. However the small number of schools and young people reality is quite different. The Council’s that need extra help and support the gap Sports Development Team currently offers can be narrowed between attainment in 291 hours of provision over the Summer Edmonton and the rest of Enfield. It also holidays (189 of which are free, this looks at the future role of the 14-19 equates to 65% of the Council’s activities Strategy and the introduction of the new being accessible for those on low incomes) There is also 374 hours of swimming diplomas. Schools and Colleges work 2 closely together to operate a wide range of provision per term . Once the CIF additional provision to engage more young programme has been implemented the free people in learning, However, more term-time provision in the area will increase provision is needed in terms of pre-GCSE by approximately 2 hours per week. The level and vocational opportunities. police also provide a wide range of free

Chapter 3 – Keeping People Safe 1 The difference/deficit between the outcome for a specific group Many young people reluctantly accept that and the outcomes for the whole group of which the specific group crime and disorder is a way of life and forms a part – DCSF 2007 something to be endured as part of life in

Edmonton. However, the reality of the 2 CIF – Sport England Community Investment for both an estates situation is that serious violent crime is based programme and a women and girls programme

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diversionary activities across all CAP Edmonton Partnership Initiative. Further areas. The chapter also looks at a work is required to share the future place specially commissioned survey on leisure shaping plans with residents including provision with 419 young people in the future funding streams, such as Section area and makes some important 106 (S106) and other grant funding. The recommendations to increase the activities possibility of acquiring significant S106 available through the youth service and the contributions from the Place Shaping leisure and culture team. development in Central Leeside should also be carefully considered. The Youth Support Service works closely with partners to offer a number of holiday Chapter 7 – Conclusions and Action and summer university programmes under Plan the Positive Activities for Young People This chapter sums up the outcomes in the (PAYP) programme and aims to increase previous chapters and highlights substantial its opening hours of youth centres to 12 opportunities to bring about change through hours per day 7 days per week. This the raising of aspirations of local people, chapter also proposes a range of actions enabling them to become community to secure more affordable activities for leaders and role models, and to revitalise young people. the Edmonton community giving all cultural groups a sense of pride in their area. It also Chapter 6 – Employment, Regeneration includes a substantial Action Plan that sets and Enterprise out a five year plan for the future The chapter aims its recommendations to development of services for children and enhance both the Council’s Place Shaping young people. Strategy and the LAA: Building Futures, Changing Lives for Enfield, which is the 3. Background main delivery vehicle for the sustainable community strategy, and focuses on Enfield is in the north of London serving tackling key challenges including: 285,142 residents at present, we are the fifth largest borough in London. Projections ƒ increasing attainment of level 2 skills indicate that over the next ten years the amongst young people and the working population will continue to grow. age population ƒ stabilising and then reducing out of Enfield is an area of contrasts between the work benefit claimant levels relatively affluent west, and pockets of ƒ reducing the numbers of young people extreme deprivation in the east of the who are NEET borough, including wards in Edmonton. ƒ increasing the numbers of places on Overall, Enfield is the most deprived Borough in outer London for income apprenticeships and job creation th schemes deprivation (25 nationally - 2007).

ƒ developing ‘Skills for Jobs’ programmes The Borough’s population is relatively ƒ and reducing child poverty younger than the London average, with

This chapter also explores the issues 26% of people under 18 years of age impacting upon Edmonton by drawing on (under 25). Around 13% of our residents the Enfield skills and Employment Strategy are over 65. This population is expected to and highlights the role of the local Learning increase as the fastest growing age bands and Skills Council in getting young people over the next ten years are predicted to be (20-24) back into employment through a people aged 50 – 54 years, followed by range of educational programmes and those aged 45 – 49 years (Census 2001). opportunities. The recommendations also Edmonton has a larger proportion of include a strategy to engage young people children and young people, up to the age of in developing an enterprise culture through 25, and older residents, when compared to involvement in work experience and the rest of the Borough and London. mentoring programmes operated by Enfield Business Partnership. In previous The most demographically distinguishing years the CAP 2 area has been the focus feature about Edmonton is its ethnic mix. of significant additional funding and The 2001 census showed 61% of the investment through Neighbourhood population as White British. Mid 2006 Renewal Funding (NRF), Local Area estimates show White British as the single Agreement (LAA), Sure Start and the

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largest minority group at 47.5%. The 2008 School Census shows that 80% of pupils The most recent residents’ survey indicates in Enfield have an ethnicity other than that the percentage of people in Edmonton White British (20%) and 87 different ethnic who are ‘very satisfied’ with the local area codes were recorded. 53.9% of pupils as a place to live has risen from 11% in stated that their first language was other 2005 to 17% in 2007. The percentage of than English. 29.37% of pupils are eligible those that think the area has got better over for free school meals, which is a slight the last two years has risen from 12% to increase on 2007, but is still 17.9% above 16%. the national average in the primary sector and 9.7% above in the secondary sector. 4. Methodology Once the report had been commissioned by Enfield is a comparatively low crime the Council a small working group was borough. It is the 11th safest of the 32 formed to ensure that the services involved London Boroughs based on crime per in delivering services to children and young 1000 residents. In Edmonton the figures people were fully involved in the review clearly show a reducing trend in relation to process. Partner organisations were also serious crime, associated with burglary, included to ensure that opportunities for robbery, theft and handling and serious joined up working were not missed. violence against the person. The serious violence category shows a big reductions Initially a research and development phase in all wards between 2007 and 2008 which was undertaken to examine a wide variety is an encouraging trend. However, lower of statistical and research documents to set level crimes, such as criminal damage and the context for the review. A desktop drug offences, are more variable and some analysis was undertaken of available policy have increased. and strategy documents, coupled with the

available data from a range of Council and Average life expectancy in Enfield is partner agency databases. The team also approximately 77 years for men and 81 used a number of recent surveys and years for women. This compares reports produced for other policy favourably with figures for London (76.1 for developments which have a bearing on the men and 80.8 for women). However within themes for this report. For, example, the the borough there is wide variation with Local Development Framework (LDF) and lower life expectancy in the CAP 2 area (by area action plans have been used to look at approximately 7 years). the long term future for the CAP 2 area. The local employment trend tends to follow that for London as a whole, although Interviews and visits to community groups Enfield has not matched the exceptional were also undertaken to gather information London wide growth since the low point of from young people and those volunteers the last major recession in 1992 – 1993 and professionals who support them. A London’s workforce was estimated by the wide variety of community groups also Greater London Assembly to have grown submitted evidence and information to the by 17% from then until 2004, compared to review team during this phase. 9.5% in Enfield. However in Edmonton From this initial investigation phase seven 43% of young people are economically themes emerged to form the basis on which inactive whilst 42% of young people that this report is written. The themes are:- are NEET in Enfield live in Edmonton. Also 49% of Youth Offending Service clients are 1. Social deprivation, health & also residents of CAP 2. demographics 2. Educational provision, opportunity Despite this background the report (Early Years to age 25) confirmed that improvements are 3. Keeping people safe beginning to have an effect on the quality 4. Community Cohesion/Development of life of local residents. In the past year, 5. Youth, Leisure and Culture facilities total recorded crime in Edmonton Green 6. Employment Regeneration and has dropped by 6.9% (compared to the Enterprise opportunities Borough average of –5.3%). Between 7. Resources 2005 and 2008 unemployment fell by 3% The seven themes were constantly and over the three years to 2007 household income increased by 13%. repeated whenever interviews or groups

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discussions took place and it became clear The report also takes into consideration the that when looking closely at services for the National Targets that are important to young people these are the key areas this review. Where LAA targets have been which people are most concerned about identified no further recommendations have and therefore need to be investigated been made in the report. The priority nature thoroughly. of the target has already been recognised and included in the ESP and Action Group The seven key themes were then tested plans. and analysed further during the evidence gathering stage to ensure that they In addition, the report has identified a very represented the combined views of all the positive and proactive approach to participants involved. The remaining ‘Narrowing the Gap’ in outcomes between sections of the report cover these themes vulnerable and socially excluded young in more detail and identifies a number of people and their families and the rest, recommendations based on a 1, 3 and 5 against a context of improving outcomes for year timescale depending upon the type all. In this context the ‘gap’ means the and nature of the recommendation. difference/deficit between the outcomes for During interviews the following standard a specific group and the outcomes for the set of questions were asked: whole range of children and young people of which the group forms part (DCSF 2008). 1. What is your view of what is currently happening in Edmonton and why? This review is concerned with improving 2. What do you want to see in the outcomes for all vulnerable and at risk future? groups in Edmonton and to close the gap 3. What would you do if you had the that exists between Enfield as a whole and opportunity? CAP 2. Each Chapter sets out a specific 4. Are you aware of any resources Narrowing of the Gap Challenge which (grants or otherwise) that could be identifies a key small number of significant directed or redirected to Edmonton? differences /deficits that can be closed by 5. Which of the seven themes are more the Council and its partners working important to you and why? together by targeting more effort and support across all the services for children, The report is therefore based on these young people and families. This is a highly questions and is organised under three ambitious strategy and its impact will be the headings: greatest test of the effectiveness of our partnership working. 1. What do we know about Edmonton / CAP 2? 5. Children’s Area Partnerships 2. What is your view of what is currently In 2006 the Council, through the Children’s happening in Edmonton and why? Trust Board and following extensive 3. What can we do to improve Edmonton / consultation, introduced Children’s Area CAP 2? Partnerships or CAPs. The establishment of Children’s Area Partnerships offers a The Enfield Strategic Partnership has a framework for improved local collaboration, clear overarching vision for Enfield local planning, service development and (Sustainable Community Strategy) and the decision making. It also provides the Children’s Trust and Children’s Area framework for integrated working across all Partnerships (CAPs) are critical to helping children’s services and its Partner achieve this vision. The visibility and agencies.3 The CAP in area 2 was the first priority afforded to improving outcomes for partnership set up as a pilot scheme in children and young people is demonstrated September 2006 and has therefore been by the focus of the Enfield LAA 2006/09 operating for nearly two years. ‘Every Child Really Does Matter’ and the One Large Intervention project - the The CAPs provide the potential to improve success of which has steered the outcomes for children, young people and development of the new LAA, ‘ Building their families well beyond the immediate Futures, Changing Lives’. The priority future, as set out in the Enfield Children afforded to outcomes for children and young people is maintained. 11 of the new priority targets relate to CYP outcomes. 3 See footnote 4.

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and Young People’s Plan (CYPP) and the The aim of the Integrated Support Team Local Area Agreement (LAA). process is to address the needs of children and young people identified with additional The aim of the partnership structure is to support needs that require a multi-agency take collective responsibility for raising response. The role of the ISTs includes:- standards and realising the full potential of all children and young people in their ƒ Early intervention is undertaken via a partnership, whilst delivering the new multi-agency assessment reforms outlined in Every Child Matters4. ƒ The provision of coordinated support services The CAPs are overseen by the Children’s ƒ The provision of a lead professional to Trust Partnership5 which is a thematic coordinate the team around the child action group of the Enfield Strategic ƒ A commitment to joint and joined up Partnership and therefore is part of the working, including shared planning strategic planning mechanism of the Local and accountability Authority and its Partners. In each CAP a ƒ Communicate effectively the criteria Children’s Area Board (CAB) has been for the use of community based established and is represented by support services. professionals from the Local Authority and partner agencies 6. The CAB reports The Children’s Area Partnership, working to directly to the Children’s Trust Board and a coherent vision, has a great opportunity undertakes a range of tasks, including: to bring about a major transformation in the quality of services for young people in ƒ Identifying need across the Enfield. The CAPs are therefore critical to partnership the long term stability and sustainability of ƒ Commissioning and evaluating the support for young people and their services and resources available families and provides an important context ƒ Developing an annual action plan that for this review. feeds into the Children and Young People Plan (CYPP). The data underpinning this review is ƒ A strategy to implement and monitor contained in the CAP2 Profile available on those resources available to the area www.enfield.gov.uk/...... ƒ Monitor the work of the integrated support team and establish a 6. Priorities for children and young communications network to keep people (CYP) everyone fully informed. Enfield’s vision for children and young Each CAP also has an Integrated people is set out in its Children and Young Support Team (IST) of multi-agency People’s Plan Promoting Positive Futures. professionals. The ISTs are established in each area partnership to ensure that Based on our knowledge of our community individual needs of children and their and a robust and careful analysis of families are at the forefront of our services. performance, we have developed a set of key priorities for CYP to help us achieve our vision. The importance given to 4 Section 10 of the Children’s Act 2004 requires local authorities improving outcomes for children and young and their relevant partners to cooperate in order to improve people across the wider Enfield Strategic children’s’ well being by planning and delivering children’s Partnership is reflected in the LAA 2006 – services across the five Every Child Matters outcomes. The five 2009 (Every Child Really Does Matter) and outcomes are Be healthy, Stay Safe, Enjoy and Achieve, Make a the new LAA (Building Futures, Changing positive contribution and Achieve Economic Well-being. Lives). There are clear links between the 5 The Enfield Children’s Trust Partnership provides an inter- priorities expressed by the community and agency framework for joint working towards achieving the ECM our strategic plans. outcomes. The Partnership is led by the local authority and Our priorities are: Director of Education, Children’s Services and Leisure has the responsibility to ensure that local collaboration is effective. 1. Improving children and young people’s 6 CAB membership includes representatives from ECSL health and well-being including reducing Management Team, schools, School Improvement, Educational children’s obesity, ensuring healthy Psychologists, Social Care, Child Health (PCT and Acute Trusts), lifestyles, participation in PE and sports, Leisure and Culture, Early Years, Police, Voluntary and reducing teenage conception rates and Community Services

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addressing the emotional health needs Each of the four Children’s Area of children. Partnerships (CAPs) has developed action 2. Safeguarding children and young plans to help achieve these priorities. people including provision of services The CAP2 Priorities areas are: for runaways, tackling bullying and child protection. 1. Promote healthy lifestyles for children 3. Improving outcomes for looked after and tackle health inequalities. children and care leavers including 2. Reduce the number of children and longer-term stability of placements, the young people affected by crime and emotional and behavioural health of anti social behaviour. children in care, their educational 3. Enable easy access to information attainment and EET opportunities for about services and facilities for care leavers. children, young people and their 4. Raising standards across all key parents/carers in a range of appropriate stages. formats. 4. Improve the range of accessible and 5. Reduce variability in standards between affordable recreation and leisure schools. activities available across the Borough, 6. Improving educational attainment of ensuring that the views of children and under-achieving groups. young people are listened to when 7. Continuing to improving attendance at planning such provision (Joint Area school. Review and links to 1, 2 & 3)

8. Providing a range of accessible and A full map of the location of Children’s affordable activities for young people. Services in CAP 2 is attached at the back 9. Improving education, employment and of this report. training opportunities for all including improving take-up of WTC, provision of diplomas, participation in education or training, continuing to reduce NEETs and young offenders’ engagement in EET. 10. Reducing the number of families living in poverty. Our current CYPP, which is being re- written for 2009/12, is based on a comprehensive, updated analysis of need. Over the past 3 years we have refined and redefined our priorities and now have a sharp, targeted set which is shared across the Children’s Trust. Our focus remains on prevention and early intervention, aspects of health, safeguarding, and improving the achievement of all children and young people. Through analysis of need and outcomes in each CAP we are ensuring that locality/area-based priorities inform our strategic planning.

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7. Summary of Recommendations

Chapter 1 Social deprivation, health & demographics

SDHD 1 The Council should implement an Edmonton Area Intervention Team, drawn from the Council and its Partners to plan more effectively an area action plan for CAP 2. This team should be drawn from Senior Officers and report directly to Enfield Strategic Partnership (ESP) and should form part of the Place Shaping strategy.

SDHD 2 The CAP Board should consider the outcomes of this report when renewing its action plan for 2009/10 to ensure that Children’s Services are more joined up and responsive to the needs of the young people in the area. The needs of Edmonton/CAP 2 should be identified within the 2009/10 Children and Young Peoples plan and ECSL should focus its attention on meeting the needs of deprived or new communities arriving in Edmonton.

SDHD 3 The Enfield Strategic Partnership and the Children’s Trust Board should review the OLI Phase 1 with a view to:- a) exploring a Family Intervention Programme for Phase 2 of the OLI development to tackle child poverty by improving family income and reducing worklessness; b) funding the FIP from a pooling of resources from a range of partner agencies, including the Council, Housing Associations and RSLs, the Police and Probation Service and the PCT. c) the Council and ESP should also explore further funding for the FIP and other interventions from Government, GOL, LDA and other funding bodies.

SDHD 4 Work with the PCT and schools to improve dedicated contraceptive services and sex and relationships advice and information for young people to reduce teenage pregnancy rates. Work with schools to review and improve substance misuse and SRE education in and out of schools.

SDHD 5 The Strategy for Promoting Youth Homelessness is incorporated as part of Enfield’s Homelessness Strategy and the Strategy for Promoting Youth Homelessness is taken to the Enfield Children’s Trust Board and incorporated in the Enfield Children and Young People’s Plan.

SDHD 6 Funding is found to enable the Enfield School Improvement Service to develop an Enfield PHSE and Citizenship curriculum resource with local teachers and input from National Consultants.

SDHD 7 The Director of Education’s termly consultation meetings with Enfield Headteachers is used to; a) initially engage schools in implementing this strategy and promote the Police use of ‘The Prodigals’ in schools and b) Promote the Enfield Curriculum resource as it is developed.

SDHD 8 In order to tackle Substance misuse in Edmonton the Drug and Alcohol Action Team must work with ECSL to :- a) Integrate Young People's Substance Misuse into Children's Services b) Develop a closer working relationship with schools to enable screening to take place c) Develop a peer mentorship programme would be an effective way of engaging with young people

Chapter 2 Educational provision, and opportunity (Early Years to age 25)

EPO 1 Create and sustain the links between Children’s Centres, Schools and other children’s services through the CAB and ISTs to raise attainment. Children’s Centres and CASEY should also be providing enhanced advice and guidance to parents about the availability of childcare and the update of provision to ensure that working families can access childcare.

EPO 2 Continue to work with schools that need extra support to raise the achievement of young people in CAP 2, by removing them from OFSTED designation by September 2009 and rigorously appling the Enfield Improving schools framework to schools that are satisfactory to ensure that these schools are good schools by 2010.

EPO 3 Implement the School Improvement Strategy to raise attainment, narrow the gaps , develop local leaders and plan an effective and personalised curriculum.

EPO4 In order to deliver Extended Schools and the ECM agenda through improved partnership working between schools and agencies, particularly the voluntary and community sector. More open access, free or subsidised holiday activities on school sites and other community venues is needed to make better use of school facilities outside normal school hours for the benefit of local children, young people and their families.

EPO 5 Schools should work closely with the CAB to engage and support parents, carers and the community in helping their children to succeed.

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EPO 6 Increase the 14-19 places available on additional curriculum pathways to ensure that sufficient places exist at entry and level 1/2 courses.

EPO 7 Establish three ‘centres of excellence’ be established for young people who have been excluded or who are NEET and economically inactive to provide these young people with purposeful activity between the hours of 3.30 and 6.00. The three centres would provide a) sporting programmes, b) music and c) arts and drama activity and would be linked to the Olympic Strategy in the first instance.

EPO 8 Ensure that the lines of learning in the new Diploma’s are available to Edmonton children through schools and college provision, in line with National expectations for 17 lines of learning by 2015.

EPO 9 Provide targeted and integrated youth support for 8 to 16 yr olds, especially those at risk of under-achievement, anti-social behaviour and youth offending, including alternative education provision and a programme of positive activities for excluded young people.

EPO 10 Ensure that the new Connexions or Youth Support Service offer an improved provision for all secondary schools in CAP 2 so that a Personal Adviser is available for schools to allocate students that need extra help with Information, advice and guidance on future careers.

Chapter 3 Keeping people safe

KPS 1 The SSCB and ECSL should work with the CAB, Police and other agencies to deliver a programme of Citizenship days in CAP 2 to cover all schools over the next 12 months.

KPS 2 The integrated support teams should work with the family intervention programme, when established, to work proactively with families to reduce risk-taking behaviour.

KPS3 The SSCB should support the introduction of the Youth Engagement Panel to ensure communication is improved and community tensions can be recognised and defused.

KPS 4 The SSCB should identify a subgroup of representatives from the Children’s Area Partnership Board, the Youth Support Service, The Youth Offending Service and the Police to put in place a plan to tackle the gang activity in the area. The plan should also include: • increased investment of more than £300,000 in youth diversion programmes over the next financial year. • increased parenting classes and a possible 'hotline' for parents who are concerned about their children • a specialist outreach team to work with hard to reach young people • extended opening for youth centres, particularly at evenings and weekends a new intelligence gathering unit with the police • a network of police officers to support primary schools • extension of restorative justice programmes, which have already been successful at keeping young people from getting back into crime • measures to help those not in training, education or employment to move into the workplace and get skills to set them up for life

KPS 5 The SSCB should targeted work on knife crime and knife awareness through a weapons awareness programme for schools and other at risk groups of young people.

Chapter 4 Community Cohesion / Development

CCD 1 The VCS should review the scope and nature of the 162 organisations identified to see if a rationalisation would promote further the aims and objectives of the ESP, Council and the needs of young people and families in Edmonton.

CCD 2 Implement a Edmonton Development Trust (EDT) built upon the previous Edmonton Partnership Initiative (EPI) to engage the whole Council and its partner organisations in rebuilding the Edmonton community to ensure that young people of Edmonton would benefit from improved community leadership.

CCD 3 In developing the trust model seek consultancy advice from the Paddington Community trust on the process for setting up, governance arrangements and community engagement.

CCD 4 The Lifelong and Community Learning Team should work with Enfield Homes, the housing associations and the supporting people team to develop an induction pack and educational programmes for new residents in Edmonton.

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CCD 5 The EPI/EDT should work with Enfield homes to re-establish the Carnival in Edmonton to engage the community in a common means of celebrating Edmonton and its cultural diversity.

CCD 6 Work with schools on the delivery of the citizenship aspect in the curriculum to promote a sense of community and pride in both their own background and the area in which they live and study.

CCD 7 Work with school to support and develop their understanding and delivery of the duty to promote community cohesion and well–being of their pupils.

CCD 8 Increase the ESOL courses available to those newly arrived in the country by a further 60 -80 places to ensure that English language learning is taking place, especially for those in FIP, if necessary.

Chapter 5 Youth, Leisure and culture facilities

YLC 1 Increase the participation rates in leisure activities by a) reducing the costs of entry to ELCL facilities to a £1 per activity b) increasing swimming for u16s by applying for the swimming grant from government to enable free swimming in the Borough from September 09

YLC 2 Provide further opportunities to young people to engage in physical fitness and dance by relocating the Young people’s Gym from the Edmonton Leisure Centre to a carefully sited facility in the Edmonton Green Shopping Centre.

YLC3 Provide further leisure and culture facilities as part of the place shaping strategy for Edmonton and Central Leeside as identified in the Open Spaces Strategy

YLC 4 Focus the Sport England Community Investment Funding (CIF) for both an Estates based sports programme and a Women and Girls Programme. To ensure that the programmes should concentrate on the Edmonton area with a specific target for increasing participation from the Edmonton post code areas, specifically N9 and N18.

YLC 5 Use the play Pathfinder to extend the free open access reach out and play activities in parks and open spaces, alongside other funding. Ensure that local children and young people are involved in the design of play spaces, through schools and other services and promote the active involvement of hard to reach groups such as BME groups, children and young people with disabilities.

YLC 6 A well resourced Youth Support Service, including: a. a programme of Positive Activities for young people which takes account of their views and is accessible to them at times which most meet their needs e.g. after school and weekends and all day during school holidays: b. further funding for the new service to allow the service to open for 12 hours per days, 7 days per week. c. Ensure that the PAYP Group is established and that the Strategy reflects the particular needs identified in the Edmonton area. Ensure there is a co-ordination of future youth provision in the Edmonton area d. Ensure that the CAP Board is involved in future funding bids and the development of new activities

YLC 7 Submit the Craig Park development bids for the Myplace funding in line with government guidelines and ensure that a. any successful application is used to improve Craig Park Youth centre and the surrounding park area. b. Ensure that funding for other schemes are considered in a timely fashion to meet the s106 deadline and to use the remaining funds should the Myplace funding bid be successful. Plan A to refurbish the Pymmes Park Community centre, would be the preferred option. c. Approve the release the funding for the Montagu Road scheme to allow the boxing club to redevelop the internal facilities in the building bringing it up to the standard required.

YLC 8 Encourage schools to review their policy on hire charges to enable more partnership working and to provide more inclusive provision for children with disabilities and special needs.

YLC 9 Advertise activities more widely – possibly through free papers, fliers, advertising in vacant shop windows, through schools, texting services, children’s centres. Introduce the Life Channel to schools, youth centres and libraries to improve communication with young people.

YLC10 The Enfield Strategic Partnership should consider how the loss of grant funding for the YOS could be mitigated to enable the YOS to meet the needs of an ever increasing client base.

YLC11 The ECSL department must consider the exit strategies for young people emerging from the YOS through the 14-19 strategy and the employment strategies to ensure that both educational programmes and mentoring is available to them. By developing this additional provision and

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support in the community for targeted and vulnerable groups of young people in the Edmonton area further reductions in offending can be achieved.

Chapter 6 Employment Regeneration and Enterprise opportunities

ERE 1 The Local Authority should work closely with the LSC and its Partners to implement the recommendations outlined in 6.3 – 1.

ERE 2 The Place Shaping Area Action Plan should contain a work stream specifically related to the delivery of facilities and services for children and young people in Edmonton. Further s106 planning gain, arising from place shaping, should be consulted upon to ensure the residents have a clear understanding of the resources available.

ERE 3 The Authority should appoint a broker to focus on the 16-25 age group who will be working specifically in Edmonton, by exploring possible funding coming from the Scarman Trust.

ERE 4 The ECSL department should support the development of the EBP priorities including the mentoring programme at Gallery Fore and the Enterprise Centre in Edmonton Green. The mentoring scheme using successful role models from local businesses, particular minority ethnic groups or more aspirational employers – city firms etc to show what can be achieved and inspire young people to aim for better things

ERE 5 The Building Schools for the Future programme should work closely with the Place Shaping strategy to ensure that the vision of high quality schooling can be realised in Edmonton.

ERE 6 Evaluate the effectiveness of the Lifeguard Training Programme to see if future vocational training programmes could be offered in this way.

ERE 7 Increase the number of volunteers in the Borough by using the Olympic Strategy to increase the opportunities for residents to develop workplace skills.

The Edmonton Review 13

Chapter 1. Social deprivation, health & demographics

NI and LAA Targets: NI 50 Emotional health of children – New target (TBC) NI 56 Obesity in primary school age children in Year 6 – Reduce to 21.22% (from 21.5%) NI 112 Teenage pregnancy Under 18 conception rate – Reduce to 25.5% (from 46.6) NI 116 Proportion of children in poverty – Reduce child poverty to 30.4% by 2011.

Narrowing the Gap Challenge: Reducing the level of teenage conceptions remains a significant challenge for the CAP2 area. The latest provisional figures from the Office for National Statistics show that in 2006 there was a rise in the number of under-18 conceptions. The Teenage Pregnancy Strategy is currently being revised to include information from the Teenage Pregnancy Unit on what works to reduce under-18 conceptions. Specific actions to address the issue include a ‘Clinic in a Box’ project which will provide school-based health services to provide contraceptive and sexual health advice as well as other general health issues. ’Speakeasy’ courses run by the Parent Support Service are taking place in Edmonton Children’s Centre to improve parents and carers’ skills and knowledge about sex and relationships and to give them the confidence to talk to their children about these issues. The challenge would be to close the gap from 78.1 per 1000 population to 53.4 to match the Enfield figure, whilst reducing all conceptions to 25.5% by 2011.

Under 18 Conception Rate per 1000 population (2002-2004) (Source:ONS)

All Enfield

CA P 2 A rea

0 102030405060708090

1.1 What do we know about Edmonton / CAP 2?

Social deprivation7 is seen to be the most challenging aspect of working with children and young people in CAP 2 by all professional interviewed in this study. On almost all measures, Enfield is one of the most highly deprived Outer London Boroughs. The Indices of Deprivation 2004 ranks Enfield the 104th most deprived out of the 354 local authority areas in England. The overall ranking of the Indices of Deprivation in 2007 indicates that the Borough, using the IMD average of ranks, has continued to decline, from 104th to 70th.

It should be noted that the deprivation scores themselves have, in numerous cases, actually improved, which might indicate a geographic redistribution of deprivation both across London and across the country. However, it is clear that CAP 2 is, and continues to be, the major area of deprivation in Enfield with five out of the six most deprived wards in Enfield located in CAP Area 2 (Edmonton Green, Upper Edmonton, Jubilee, Lower Edmonton and Haselbury). The Income Deprivation Affecting Children Index (IDACI) relates to children living in families that are income deprived8. The IDACI shows that the greatest degree of deprivation in Edmonton centred on child deprivation, income and housing. The most advantaged domain is Education. All CAP Area 2 wards have a poorer ranking than Enfield as a whole (37% poorer) for Income deprivation affecting children. Edmonton Green is in the lowest 8% in the country.

The proportion of children and young people (up to age 19) is higher in CAP Area 2 than in other parts of the borough, particularly for 0-4-age range. The area also has a higher ethnic minority population than rest of borough, particularly Black Caribbean, Other Black African, White Other.

Other important characteristics of the area include: -

7 The evidence used for this report in relation to social deprivation, health and demographics has been taken from the Children’s Area 2 Partnership Profile and has been collated by the ECSL Research and Information Team in collaboration with Enfield Observatory and information teams in partner agencies. It has been supplemented by the educational needs factors taken from the 2007 PLASC figures. 8 Benefits included in the calculation include - In receipt of Income Support, Income based Jobseeker's Allowance, Working Families' Tax Credit or Disabled Person's Tax Credit below a given threshold.

The Edmonton Review 14

ƒ Adults with no or low qualifications – higher in CAP Area 2 ƒ Job Seekers Allowance – Lower Edmonton within worse 10% nationally. ƒ Low Income Families – 15 SOAs in CAP Area 2 are in worse 10%, 1 in worse 1% nationally ƒ Highest proportion of lone parent families in Borough. ƒ Highest 4 wards for the number of open caseloads for Children in Need and on Child Protection Register ƒ Teenage pregnancy – higher than Enfield, Edmonton Green highest at 100.7 per 1000 population. ƒ Average NEETs higher than Borough (almost double) 4 wards are well above the Borough average in CAP 2.

In Edmonton the indicators of multiple deprivation have shown that our population experiences low attainment in education, a wider range of social care needs, worklessness, higher levels of crime, low income, poor health, housing problems and a poor quality environment. This experience of deprivation is not only contained within relatively small scale geographical area of Edmonton Green and Upper Edmonton but is beginning to be felt more widely in the other three wards, without carefully targeted interventions, the problems may worsen.

Deprivation is seen to be the most challenging aspect of working with low attaining pupils. Many schools cited the deepening of deprivation as the single most significant factor impacting on attainment. The other major influence is mobile pupils that represent a large range of communities: refugees and asylum seekers, families in temporary accommodation, looked after children, children moving through parent’s changing employment needs, traveller children, and others. Although pupils in these groups were just as able as any other group, it was felt that the social and emotional needs of mobile pupils required particular support and attention.

Research by Janet Dobson from University College London (Dobson 2004) shows schools with high levels of mobility often also have high levels of poverty and disadvantage. In her research Janet Dobson concludes that …

“ In a high mobility school, as in any other school, the quality of education provided depends on a number of factors. However, because of the nature of the task, such schools are particularly reliant on good management and the skills and stability of their staffing. When there are weaknesses in either respect, the consequences are likely to be serious for the school as a learning community.” (Dobson 2004)

The relationship between mobility and attainment is complex and imprecise in that it is difficult to isolate the impact of mobility alongside other factors associated with social and community deprivation. For example, mobility is often accompanied by family breakup and disrupted family life. It is complicated further by the way in which some schools manage mobility and enable children to succeed despite the seemly impossible odds. But what is clear is that schools with high mobility face considerable challenges.

Generally, students interviewed describe a type of ‘poverty of ambition’ by concluding that lower attainment means that there is little, in terms of employment, for them to aspire to in the future. Often this is reinforced by parents who experienced a similar type of influence. Recent research9 has concluded that in general, those who have, or whose parents have, high aspirations have better outcomes, even when taking into account individual and family factors, but this is not a universal effect. There are some groups for whom high aspirations do not lead to higher achievement. In particular, there is a gap between educational aspirations and academic achievement for young people from lower socio-economic backgrounds and from some minority ethnic groups. It is important to consider strategies that will help to raise aspirations in both parents and their siblings from all social backgrounds.

9 Determinants of Aspiration Leslie Morrison Gutman and Rodie Akerman Centre for Research on the Wider Benefits of Learning Institute of Education

The Edmonton Review 15

Health profile

The most health deprived areas within Enfield are situated in the east of the Borough. Although Enfield generally has a better life expectancy than either the London or the national average, the contrary is true of Edmonton. Edmonton has the lowest life-expectancy, highest rates of teenage pregnancy, and the highest levels of childhood obesity.

Life expectancy at birth in Edmonton falls below the national average. The lowest life expectancies for males and females in the borough are seen in wards in Edmonton. A woman in Upper Edmonton could expect to live 8 years less than a woman in Grange, west of the A10. The mortality rate from cardiovascular disease in Edmonton follows the trend seen nationally and within Enfield, decreasing year on year. However it remains significantly above expected, showing higher levels than both Enfield and London. See Fig Ch 1:1

Mortality due to cancer is higher than expected for Edmonton, although appearing to follow a decreasing trend after an increase between 2000 and 2005. However it should be noted that there is variation within Edmonton, with Upper Edmonton showing marked and consistently lower mortality levels, closer to the Enfield average. See Fig Ch 1:2.

Fig Ch 1:1

SMR (all ages under 75) for CVD

170 160 150 140 130 120 110 100 90 80 Standardized Mortality Ratio 1998-02 1999-03 2000-04 2001-05

EDMONTON ENFIELD London

Fig Ch 1:2

SMR for all Cancers, under 75, 1998 to 2006

130.0 120.0 110.0 100.0 90.0 80.0 70.0 60.0

Standardized Mortality Ratio Mortality Standardized 1998-02 1999-03 2000-04 2001-05 2002-06

EDMONTON ENFIELD LONDON

Schools in the Edmonton region have recorded significantly higher levels of overweight and obese children than Enfield as a whole. Approximately 28% of children measured at reception and 44% in year 6 were either overweight or obese in 2006. Obesity in childhood

The Edmonton Review 16 is a predictor of obesity in adulthood as well as a number of other conditions including heart disease, diabetes and lower self-esteem. Chart Ch 1:3

Chart Ch 1:3 OBESITY YEAR 6 - 2006 OBESITY RECEPTION - 2006 Combined Combined Overweight Obese overweight Overweight Obese overweight and percentage percentage and obese percentage percentage obese

CAP 2 17.7 26.2 43.9 13.5 14.1 27.7 ENFIELD 16.1 23.0 39.0 12.9 12.1 25.0

Low birth weight is a risk factor for infant mortality. There appears to have been a marked decrease in the percentage of children born with low birth weight, in both Edmonton and Enfield in recent years. Despite this low birth weight remains 13% higher than the Borough average. See Fig Ch 1:4

Fig Ch 1:4

Percentage of Live Births Where weight is less than 2500g

10.0 9.0 8.0 7.0 births <2500g

Percentage of Percentage 6.0 2002-2004 2003-2005 2004-2006 Year birth reported

EDMONTON ENFIELD London England

Teenage pregnancy rates are high in Enfield but particularly high in Edmonton. A teenage female in Edmonton is approximately 1.5 times as likely to become pregnant as a female teenager living outside these wards. Teenage pregnancy is associated with poorer health outcomes for both the mother and child, increased poverty, lower educational attainment and increased risk of teenage pregnancy for the child in later years. See Chart Ch 1:5

Chart Ch 1:5 Teenage Rate of conceptions Conceptions per 1000 population Edmonton Green 90.4 Lower Edmonton 92.8 Upper Edmonton 60.9 ENFIELD 51.6

Overall, the statistics would indicate that teenage pregnancy is generally higher in more deprived areas. Young mothers are less likely to finish their education or be employed and more likely to raise children alone and in poverty. Young parents have poorer antenatal health and lower birth-weight babies. Infant mortality rates are 60% higher than for babies of older mothers. In the long term girls born to young parents have a higher rate of U18 conceptions. Edmonton and CAP 2 is no exception to these facts. In Edmonton the rate is

The Edmonton Review 17 higher than Enfield with Lower Edmonton and Edmonton Green highest at over 90.0 per 1000 population.

CAP 2 wards are all teenage pregnancy hotspots and all CAP 2 wards are within the highest 20% in England. The Enfield Teenage Pregnancy Partnership Board (TPPB) drives the teenage pregnancy strategy. Partnership work with Health, Education, Youth Support Service, Social Care, Youth Offending Service, Housing, Integrated Support Team, Parent Support Service (PSS), voluntary and community sector, is a feature of the work of the Board. The aim of the Board is to ensure a holistic approach to teenage pregnancy prevention. The TPPB sub-groups work on different aspects of teenage pregnancy including prevention, supporting young parents, data analysis and collection, and work with vulnerable client groups.

The local teenage pregnancy strategy has been redeveloped and takes a more comprehensive approach to teenage pregnancy. It includes best practice recommendations from the National Teenage Pregnancy Unit. The current teenage pregnancy strategy in Edmonton includes:

• SRE for young people is provided in various settings - Schools, Youth Centres, etc. • EHC Pharmacy Scheme - 21 Enfield pharmacies offer free Emergency Hormonal Contraception to U18s. All Enfield EHC pharmacies are advertised on the RU Thinking website(www.ruthinking.co.uk) • Condom Distribution Scheme - Over 100 sites offer free condoms to YP on request. • 4YP website - Run by Haringey PCT. Contains information for Enfield and Haringey on SRE and TP. • SRE Workforce Training.

Substance Misuse

Data on substance misuse issues amongst young people in the Edmonton Green area demonstrates that the primary issue is around Cannabis use although there is also evidence of Class A substance misuse.

In the last 12 months (1/9/07 – 31/08/08) 19 young people who reside in the Edmonton Green area have accessed tier 3 drug and alcohol treatment services ‘Sort It! Lifeline’. Of these 19 young people 10 were primarily treated for Cannabis use, 2 for Crack, 2 for Ecstasy, 2 for Heroin and 3 for alcohol misuse. Sort It! Lifeline also treated 17 of these 19 young people for a secondary drug use problem; these were mainly for Class A substances in particular Ecstasy, Heroin, Cocaine and Crack.

The number of arrests in Enfield for drug possession totalled 223 for the period 01/04/07 – 31/03/08. The Edmonton Green ward accounted for 29 of these arrests in contrast to the Borough average of 10 per ward, this is partially due to a high number of stop and searches within Edmonton by the Police. The majority of arrests for drug possession were for Cannabis (218) across Enfield in 2007/08, there were 5 arrests for possession of Class A substances, 2 of which were in the Edmonton Green area including one for Crack Cocaine and one for Heroin. These figures would suggest that only a small percentage of young people using drugs are attending the Young People’s Treatment Service – ‘Sortit! Lifeline’. . 1.2 What is your view of what is currently happening in Edmonton and why?

Many of the review participants recognise that social deprivation is very high in Edmonton and this is a direct result of changes in the social demographics and the mobility of the population. There is also an acceptance that their health will be affected by the level of deprivation experienced in the area. Generally, those interviewed are not proud of their home area. Many residents believe that children, who may have been living in the area for a while see themselves as members of their ethnic group and have no sense of belonging to the Edmonton community. Despite the ambitious building programme recently undertaken in Edmonton, some residents still perceive that Edmonton has been treated differently and less favourably than other parts of the Borough. There was a more positive view of Edmonton from primary age children who could see a number of positive attributes to living in Edmonton, whereas secondary school pupils and adults were unhappy with what they

The Edmonton Review 18 perceive as negative discrimination. They think they are unfairly identified by their postcode, road, community or school and suffer discrimination because of this.

Schools that have traditionally had very low mobility rates and a settled community are now experiencing an increase in mobility. One headteacher, reported 92 casual entrants since Sept 2007, and is concerned by the negative impact on the lives of children living in the community. Headteachers expressed concerns about the impact of inadequate and inappropriate housing for families in both the private and public sector. They sometimes write in support of families needing more suitable accommodation. There is an acceptance that other London Boroughs, e.g. Haringey, Camden, are placing families in this area due to the relatively low cost of housing. These are generally homeless families and are therefore likely to be suffering from higher levels of deprivation. This increases demands on the communities’ already stretched resources and frequent changes in housing arrangements disrupt children’s education and create challenges for schools and other local services in meeting the needs of a mobile and transient population.

There are distinct differences between the communities in which schools are located. Within a small radius, school leaders expressed different experiences, from those with the very highest levels of deprivation, impacting on health and learning, to schools that see social deprivation as an issue for a minority in their community. Those experiencing high levels of deprivation see a worsening situation for children and young people as family financial problems increase. Where there are few deprived families, the school is able to provide discreet support for those most in need. Schools in areas where deprivation is high describe increasingly heavy workloads for a range of staff addressing family issues and problems. This places a high demand on the schools resources. For some schools, outcomes of deprivation impact on high absence rates, a criterion for judging their school performance. Schools work hard to nurture children, especially from families suffering social deprivation. They see their successes reduced when families have to move on. One Headteacher says “Mobility chips away at our success in nurturing.”

In relation to health issues many respondents indicated that ongoing and increasing resources should be made available to ensure further work linking with health agencies, including the Ark and the Angel Centre. A successful parent trainer’s programme was also highlighted as an important contribution that parents could make to addressing issues such as dental health, healthy lifestyle, food and nutrition.

Mental health was raised as the most prevalent health issue in all interviews. Poor mental health is perceived to be increasing and is often cited as being linked to social deprivation, such as inappropriate housing, overcrowding, worklessness, crime, etc. School staff encounter emotionally vulnerable families, seeing the school as a place that offers safety and support. Where there is a Children’s Centre, centre staff offer support as part of their role. Where there is no such additional resource, schools are providing support to parents and their children with mental health problems from existing resources, leading to a situation where the number of children with high level of emotional needs is beyond what school can cope with. Other health issues raised included dental problems, especially in the Somali community, low immunisation rates and asthma. Childhood obesity is a concern here, as deprived communities often have higher levels of obesity associated with poor diets.

Tension is reported between some communities. Adults describe a nervous reaction from the indigenous population to constant change in their communities. As transient families move on, some white British families feel they are left behind and some are convinced that this is fuelling the lack of community spirit in the area and exacerbating the long standing deprivation issues. However, many residents see problems arising from too many people and a disproportionate number of newcomers in one area. Almost all of the interviewees highlighted the language problem that exists where neighbours find it difficult to communicate with each other, especially where English is not the first language. The Authority does provide ESOL courses but there is a long waiting list for residents new to the country, more resources are needed to cope with the level of demand in the CAP 2 area. In relation to young people, schools celebrate diversity within their communities, welcoming newcomers and many are coping well with the variety of languages spoken by their pupils and the complex needs they present.

The Edmonton Review 19

Many adults and young people acknowledge that most are forced into a transient lifestyle unwillingly. There is also a feeling that newcomers are not helped to understand underpinning local cultures and conventions. It takes time to develop the trust and stability needed to develop a stable community.

1.3 What can we do to improve Edmonton / CAP2?

1. A strategic approach

The overwhelming message arising from participants in the review is that here is a need for more “joined up thinking” in planning, prioritising and delivery across the Council and its partners in relation to Edmonton and CAP 2. There is a need for improved cross-agency support for all families in order to address the issues identified above, e.g child poverty, worklessness, health, mental health, mobility, etc. Many participants interviewed are disappointed to have seen, what they perceive to be, small short term projects with only temporary or limited success in the area. They wanted a more strategic and coherent approach across a range of Council and partner services. The Council should consider implementing an Edmonton Area Intervention Team, drawn from the Council and its Partners to plan more effectively an Area Action Plan for CAP 2. This team should be drawn from Senior Officers and report directly to Enfield Strategic Partnership (ESP). (SDHD1) It would also be possible and desirable to locate this team within the Place Shaping Strategy to ensure further joined working is maintained as the strategy unfolds.

Enfield has developed considerable expertise in partnership development and working. These strengths should be utilised to engage a wide range of partners to, wherever possible, ‘narrow the gap’ between the most advantaged groups and those that are most deprived. Three principles are vital to the success of this initiative:-

A. A shared ethos of prevention

The preventive agenda is also an underlying principle of the ‘ECM’ agenda and, latterly, the Children’s Plan. For example, the ‘housing options’ approach adopted by Enfield and other ‘choice-based’ services have proved successful but could be enhanced by an Education assessment for each resident considering a move under the options schemes. Encouraging people in low and medium as well as high levels of housing need to approach the Local Authority for housing advice is also seen as beneficial in preventing difficulties later on when schools places are not available or parents are travelling long distances to take children to school.

B. Making strategic connections

By developing shared strategic objectives and targets – The Local Authority should review all strategic plans including Local Area Agreements, Children and Young Peoples’ Plans, Housing and Homelessness Strategies, Sustainable Communities Plans to ensure strategic connections are being made. Multi-agency planning processes and arrangements for monitoring and review are important elements.

C. Effective use of joint resources

By achieving shared aims – relatively modest investment in prevention initiatives can yield very substantial longer term savings under the ‘invest to save’ principle. Appropriate budgets for this purpose could be identified by the Area Intervention Team and options for joint funding and commissioning; from the use of internal, external voluntary or private sector agencies to jointly funded posts or teams, and identify the range of benefits desired.

2. Children’s Area Partnerships

The development of Children’s Area Partnerships (CAPs) is viewed as a positive development and senior practitioners and in particular primary school staff see “early shoots” in improved communication across the services. Headteachers have faced difficulty in

The Edmonton Review 20 engaging all schools in their work within the CAP, however, they do see the CAP as the vehicle for avoiding fragmentation in the approach to deal with key issues around deprivation and disadvantage. The majority of primary schools expressed a willingness to play their part in future work, individually and across the CAP. There are four things that the Children’s Trust and CAP Board can do to help improve the situation: A. Sharing information In order to safeguard children and young people who may be at risk of significant learning delay or at risk of harm. It is important to identify developing needs early on, through the developing ISTs to ensure that children and young people with additional or complex needs receive the services they need. Again joint protocols are being developed as part of the Contact Point development that will ensure that information for professionals is available to ensure that those working closely with families have the information they need to support the family. The CAP Board and partner agencies should ensure that all professionals that need training are trained effectively. B. Use of the Common Assessment Framework* (CAF) To help prevention and early intervention with the estimated 20-30 per cent of children and young people with ‘additional needs’, i.e. those at risk of poor outcomes in relation to the five Every Child Matters outcome areas. For example, many children and young people under the age of 18 who come to the attention of the Housing authorities because they are homeless or threatened with homelessness are likely to have ‘additional needs’ which should trigger a CAF. Again the CAP Board is working with the integrated support team to ensure that all schools and partner agencies have access to training for all professionals in the effective completion of these assessments. C. Involving children, young people and parents On the basis that “children, young people and their parents and carers have the greatest interest in, and the most power to change outcomes for themselves and their families” the CAP Boards should work closely with the Authority to develop further the two forums, Parent’s Forum and Young People’s Forum, that are emerging as part of the CAP structures.

D. Health, Teenage Pregnancy and Substance Misuse – See the Narrowing of the Gap Challenge. The CAP Board in Area 2 is well placed to implement strategies to tackling the increasing concern around health issues in the area with all the partner agencies participating, including the PCT, regularly in discussions about area priorities. The current priorities for action already include a priority to promote healthy lifestyles for children and tackle health inequalities. This includes delivering a programme to tackle the obesity concerns by holding healthy eating sessions for parents on a low income, using the community kitchen at the Angel Community Centre. In relation to sexual health the CAP Board intends to promote safe sexual health focussing on reducing Under 19 pregnancy and reducing the rate of Sexually Transmitted diseases. A further strand of the plan includes promoting developments to improve the mental health of children and young people. The final strand aims to deliver drugs and alcohol education for children and young people and reduce drug related harm by increasing the number of young people receiving substance misuse interventions (LAA). All of these strands are identified in more detail in the CAP 2 Priorities Plan and should be included in the new Children’s and Young Peoples Plan.

In conclusion the CAP Board should consider the outcomes of this report when renewing its Action Plan for 2009/10 to ensure that Children’s Services are more joined-up and responsive to the needs of the young people in the area. (SDHD 2) The needs of Edmonton/CAP 2 should also be identified within the 2009/10 Children’ and Young People’s Plan and ECSL should focus its attention on meeting the needs of deprived or new communities arriving in Edmonton. (SDHD 2)

3. Child Poverty and Family Intervention Project

The One Large Intervention (OLI) has been the flagship development arising from Enfield’s previous Local Area Agreement, ‘Every child really does matter in Enfield’, to address social

The Edmonton Review 21 deprivation and child poverty in CAP 2. The Children’s Trust oversees the strategic development of the OLI and ECSL manages the day-to-day delivery of the project. The OLI approach is to develop and sustain a joined up personalised localised service to tackle social deprivation - in particular, child poverty. It is an ambitious project that has won acclaim from the London Child Poverty Commission and aims to tackle the deepening deprivation experienced in Edmonton. Two centres have been refurbished and opened, one to support the Children’s Third Sector in working with the statutory services to impact on child poverty and the second to house the neighbourhood teams working with our most challenged and hard to engage communities. Child poverty is measured by statistics of ‘children in benefit claimant families’. The table below indicates the percentage change from May 2002 - May 2005 of children under 11 whose families are benefit claimants. This historical position set the context for the development of the OLI initiative. More recent data, between May 2005 and 2007, children under 11 in benefit claimant families continues to show an alarming trend. Chart 1:6

Chart 1:6 % change % change May 2002 - 2005 May 2005-2007 Enfield 14.5% 7.5% London 3.5% -0.2% England 4.6% -1.6%

Enfield has experienced a much greater increase than in London and nationally. The Edmonton or CAP 2 area already has higher levels of deprivation and is therefore experiencing levels proportionally higher that the Enfield average.

On the measure of children under 11 in benefit claimant families, Enfield ranked 32nd out of 108 in England at May 2005. The rate was 32.5% using a denominator of children in child benefit claimant families at August 2004. This compared to 30.2% in London and 23.3% in England. Results from the Indices of Deprivation 2007 (2005 data) putting Enfield at 21st worst in England suggest that there is substantial poverty amongst working families.

The data obviously supports the need to target child poverty and deprivation in CAP 2 by addressing the two mains features of child poverty – current family income and its principle cause, worklessness. Coupled with low attainment levels in deprived areas and the potential for young people to have low expectations and aspirations, it was clear that these causes could only be tackled if there was a sound structural base for existing services to work together in new and closer ways. The new approach was also designed to engage the Third Sector more effectively, recognising their obvious contribution and strength in this area of service delivery, and delivering a more strategic approach to children’s services. The OLI project was always seen as a long term strategy that would have impact later in the life of the scheme. Clearly the data above indicates that child poverty is still deepening, income support claimants are still increasing (13.5% change between 2001 and 2004, ranked 3rd in the country) and further work is required to build upon this base by tackling the family income and worklessness issues.

The OLI came to the end of its NRF funding in April 2008. However, the Council has secured funding to enable its continuation through to at least April 2009. Whilst the Council believes it has made a substantial contribution to Edmonton, not least in the development of the two buildings (Ark and the Angel Centres) and new opportunities for the Third Sector, but the initiative can do more to impact on the lives of the most challenging and vulnerable families in the local community. It is proposed that the Council, in consultation with its partners, will implement a review of the most vulnerable families in the Edmonton area to deliver a family intervention scheme to turn the tide of child poverty. (SDHD 3) One such scheme in Newcastle is highlighted below.

The Newcastle Family Intervention Project (FIP) is contracted out to Your Homes Newcastle and is monitored by the FIP Contractor Group which meets monthly. Progress is reported back monthly to the Respect Coordination Group. Families are referred to FIP because of persistent anti-social behaviour which causes significant nuisance in their community and which may place their tenancy at risk. There are twelve families currently receiving support from FIP. The intervention offered to each family is tailored to meet the particular issues identified within each family and may include all or some of the following:

The Edmonton Review 22

• Challenging Anti-Social Behaviour • Support and guidance to maintain tenancy agreements • Debt management and budgeting • Ensuring that children and young people attend school regularly • Targeted intervention to develop parenting skills • Access to ‘Safety Works’ for each family where Fire and Rescue staff take the family through a range of scenarios demonstrating risk, danger and consequences of particular behaviours. • Support and practical help to access specialist services to address specific issues e.g. substance misuse, mental health etc.

It is proposed that the One Large Intervention (OLI) Board considers the introduction of a FIP as the second phase of the OLI development. The target group for the interventions proposed in this project consists of that relatively small number of families who have, for a variety of reasons, found themselves demonstrating extreme anti-social behaviour10 in their communities. These behaviours will be of such concern that they have led to those involved being threatened with or actually evicted from their homes. The long term cost in terms of physical, mental and emotional damage arising from a failure to address effectively the needs of these families will be enormous both financially and socially.

These families will be well known to a large number of agencies (Police, social care, YOS, etc.) and will have accessed and be continuing to access targeted, specialist and mainstream services while they are also receiving the additional support of this project. Priority will be given to households with vulnerable children. The project will be delivered across the CAP 2 area in the first instance as a pilot. This could be extended to the whole Borough if successful. Even though the expected numbers of families in the target group is likely to be relatively small, there are a considerable range of stakeholders who stand to benefit from the expected impact of this project. Most importantly, these are the members of the families themselves, their friends and wider community members. The project will contribute to the continuum of provision of family support in Enfield available through all elements of the maintained, private and voluntary sector included as part of the Children’s Trust arrangements.

Each family will be assigned a key worker who will be part of a tightly managed and quality assured project team. All members of this team will be expected to have extremely high levels of knowledge and skills arising from an appropriate professional background and range of experience. Their work will balance and complement enforcement action and support to both parents and children by analysing and coordinating the range of interventions available to address the multiplicity of needs the families have. The support will be intensive, targeted and acknowledging of the deeply embedded needs of these families and be delivered in partnership with other agencies supporting the parents11 and family. These families will require support to be sustained way beyond the lifetime of this project. It will therefore be expected to maintain a key focus on developing the skills of mainstream provision to continue and sustain input to these families. Those involved can therefore expect that the project will enable them to be linked with other targeted and mainstream services who will commit to continuing to address their needs even when they move below the threshold for engagement. Initially the project would target 15 and 20 families in this pilot project that are already well known to Enfield Council and its Partners. They are generally:

• Families causing significant and persistent anti-social behaviour • Families at risk of losing or who have lost their home due to their anti-social behaviour • Families living in dispersed property as a result of their ASB

These families typically also demonstrate and will be receiving or have received interventions for some or all of the following:

• Risk of child being placed on Child Protection Register or accommodated

10 “Anti-social behaviour can be described as when a person has acted in a manner that caused or likely to cause harassment, alarm and distress to one or more individuals not of the same household as themselves”. (Crime and Disorder Act 1998)

11“Parents” has been used as shorthand to include mothers, fathers, carers and other adults with responsibility for caring for a child including looked after children (DFES Oct 06)

The Edmonton Review 23

• Poor school attendance record and behavioural/exclusion issues in school • Accessing mental health treatment plans • Accessing drug and alcohol treatment plans • Current Acceptable Behaviour Agreements in place and compliance • Current ASBO in place and compliance • Current Notice of Seeking Possession (NOSP) in place and compliance

The families targeted by the project will be visited by a senior project worker and the nominated key worker and be given information about the project, details of what is expected from the family and what they can expect from the project. This will help to prepare families for the intensive nature of the work. Families must agree to, and sign, an acceptable behaviour contract with the project prior to commencement of its work with them. The role of the key worker will be explained, particularly stressing their remit as a single point of contact, coordinator of support, conduit for information, identifier of need and facilitator of change. The intervention offered to each family would be tailored to meet the particular issues identified within each family and may include similar interventions as outlined in the Newcastle Project outlined above.

The cost of an initial pilot programme is expected to be in the region of £300k for a two year programme, as set out in the diagram below. Although some Government funding may be available in the longer term, in the short term the Council and its partners should explore corporate mainstreaming opportunities based on the principles of invest to save.

Post £pa Total Project Costs Project Manager 45k 90k 2 Key workers 60k 120k Admin Worker 22k 44k Set up and ongoing costs 23k 46k TOTAL 150k 300k

The FIP’s family support packages will need to be supplemented by support from partners and housing associations to be successful but will save consider amounts of money over the longer term if families can be intensively supported in this project. Moreover, it should improve child poverty in these families and enable more young people to look to their future with renewed confidence.

4. Strategy to reduce 16 and & 17 year olds homelessness

Many respondents in the review highlighted the very real problem of 16/17 yrs olds who are homelessness, including young people themselves, as contributing to the many social problems associated with social deprivation. In Enfield there are on average 75-80 young people who present themselves to the Community Housing Service to be housed; many of these young people will come from the Edmonton or CAP 2 area.

“There is a growing demand for young people aged 16 and 17 years old to be accepted as homeless, with the rate of acceptance in Enfield currently running at approximately 13% of all those who meet the homelessness legislative criteria. Of 197 young people in this age group who presented as homeless last year (12 months to Sept 07), 25 were pregnant and a further 76 were accepted as homeless. There were a total of 101 acceptances for this age group. Among the 33 London Boroughs, Enfield has the third highest number of acceptances of 16 and 17 year olds as homeless. When this is taken as a percentage of the total homeless acceptances (13.7%), this ranking drops to tenth place.” (Homelessness Strategy)

During 2007/08 a joint review was undertaken between Children and Families and the Community Housing Service and an external consultant, Eades Kerswell. The consultancy had extensive experience of housing, social care legislation and policy and could provide an external perspective on the housing problems associated with young people.

The report set out three key objectives to tackle youth homelessness by :- a. improving prevention and communication b. developing pathways to support the housing and support needs of the young person via the use of the Common Assessment Framework

The Edmonton Review 24

c. improving the supply of appropriate housing to create supportive housing environment for this age group.

The review included a casework audit, interviews and workshops with staff and external stakeholders, as well as a number of young people themselves. The review also included a review of legislation12 and best practice regarding the Council’s duty towards these vulnerable young people and examined the current working arrangements between partner agencies.

The review concluded that a joint approach and sharing of expertise was vital to improve the Council’s response to the needs of these young people, and the adoption of the use of a common assessment framework was the most appropriate tool to achieve success.

In order to implement Enfield’s Youth Homelessness Strategy for 16 and 17 yr olds a pilot has been agreed, to be undertaken in the Edmonton (CAP 2) area. A Pilot Board has been established. This Pilot Board will be responsible for developing and implementing the strategy in Enfield. The Pilot will inform Enfield’s Homeless Strategy, and be used for incremental implementation of the strategy across the Borough. The Board will therefore be responsible for most of the action planning, using their local knowledge and expertise in testing and developing the pathway and commissioning appropriate provision to meet long term needs.

Enfield Housing, in collaboration with the Metropolitan Police (“Youth & Partnership Team” Inspector) has purchased the “Prodigals”, a DVD and education pack produced by the London Borough of Lambeth. This tackles the links between family difficulties and youth homelessness and attempts to discourage young people from leaving home and potentially ending up at risk.The police are starting to use in working with schools.

The Enfield School Improvement Service has identified an opportunity to develop an education resource pack for schools similar to that developed by the London Borough of Barnet, written about local situations by local professionals. The initial plan is to develop and pilot the resource, introducing it to Year 8 pupils as the new curriculum gets to Year 8 in Sept 2009, this gives time to promote it with and in the schools. The prevention element of the Strategy would also include the use of information sharing mechanisms to identify at an early stage those young people at risk of being homeless by the time they are 16 or 17. Many of the Stakeholders considered prevention as the most important aspect of the strategy, recognising the importance of investing in prevention to achieve long term savings.

The Eades Kerswell report made five recommendations which are essential to the successful implementation of the project. In this review I have found no evidence to suggest that this strategy would not have a beneficial impact on homelessness and therefore I have supported the recommendations (SDHD 5-7). This project represents a significant step forward in partnership working to reduce this important issue for Edmonton.

5. Substance Misuse

In addition to the priorities identified by the CAP 2 Board, the Council can help tackle substance misuse amongst young people in Edmonton. The main key areas in the Enfield treatment plan that the Drug Action Team are working towards are:

• Integration of the Young People's Substance Misuse into Children's Services is needed. The substance misuse agenda needs to be mainstreamed within all agencies working with vulnerable young people in the Local Authority and workers need to be confident to talk to young people about drugs and alcohol, recognise when a young person may have a substance misuse problem, screen that young person and offer some advice and information. The DAT needs to clarify and promote referral pathways into the treatment service.

12 Homelessness Act 2002, which gives the Housing Authority the responsibility to provide suitable accommodation for any vulnerable young people who are found to be homeless within the Borough. Children Act 1989, Children Act 2004, emphasises the importance of promoting positive outcomes for young people through integrated working and makes the Local Authority and its partners responsible for assessing and, where appropriate, meeting the needs of young people up to the age of 18 years (and over in some specific circumstances).

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• A closer working relationship with schools would assist the agenda, at present there is often reluctance from schools to allow the drugs and alcohol screening to take place. Drug Education is delivered through PSHE. It would be helpful for schools to agree to their staff completing the Drug Use Screening Tool with forms being sent to the tier 3 service provider or a tier 2 intervention being offered. This would greatly assist the DAT in identifying the size and nature of the problem. . • More work is needed around prevention. Funding from Central Government is primarily allocated to tier 3 treatment interventions and tier 2 posts in Children's Services agencies. The DAT Team would like to work with young people before they become engaged with Children's Services as a vulnerable person, through distribution of literature, working with schools, colleges and youth groups, attending community events, outreach work. Information for young people needs to be easy to understand and accessible to young people in the ways they access it.

• Education of young people and their families on substance misuse and associated issues so young people are able to make informed decisions.

• Aftercare services need to be looked at and we need to focus on referral pathways from the treatment service provider back into mainstream agencies such as Connexions, these pathways needs to be formalised so when young people complete treatment there is a clear and coordinated discharge and ongoing support is in place to reduce the chance of a relapse.

It is important to find smarter ways of engaging with young people before they become problematic drug users in adults services, having satellite services set up in places such as A&E departments, better communication channels with GP's and those working with vulnerable young people will help us achieve this. There is a capacity issue amongst the young people's substance misuse team and while there is a move towards mainstreaming into Children's Services we do still need specialist workers in some departments. However a generic drug and alcohol worker who can work across several agencies and departments would help with delivery of advice and information as well as outreach work and community engagement.

Peer mentorship would be an effective way of engaging with young people, especially with young people (over 18) being trained in a youth work qualification to deliver advice and information to young people. This could also be applied to reaching ‘hard to reach’ groups with an identified organisation in these communities being able to make referrals and deliver tier 2 interventions. (SDHD 8)

6. Mobility Rates In May 2006, Cabinet approved a revised structure for Scrutiny Services within the Council, which included the formation of a specific Children’s Services Scrutiny Panel that has investigated specifically the issue of pupil mobility, which had been highlighted as a key factor affecting pupil attainment at that time. Accordingly, the Panel agreed a scope for this review at its September 2006 meeting. Pupil mobility is important because some primary schools in Edmonton have mobility rates as high as 45% of annual turnover of children. It is clear that if a child leaves one school and joins another, then that change has an impact on that child especially in an area of high deprivation. The earlier Low Attainment Report13 recorded levels of pupil mobility in Enfield’s Primary Schools at an average level in excess of 20%, with one school showing pupil mobility at more than 50%. It is widely accepted that the impact of pupil mobility is greater on children of primary school age. Evidence to the Working Group showed that in the three years since the data recorded in the low attainment report, levels of pupil mobility had continued to grow. A full report is available on the Council website that includes a comprehensive set of recommendations and work plan which covers the areas of concern identified in this report. Therefore, this report endorses the recommendations of the Scrutiny Panel.

7 Mental health Scheme

A pilot scheme funded by the LSC to attract people with mental health problems who are claiming Incapacity Benefit and resident in the Edmonton Green ward, has been running since April. The Council has commissioned the Occupation Therapy team based in the

13 The Management of Low Attainment Report prepared by the Education, Skills and Leisure Scrutiny Panel in April 2005.

The Edmonton Review 26

Claverings Estate to deliver this scheme. The approach is holistic, looking at all aspects of an individuals life and addressing the most urgent need first. Finding a job may not the person’s most pressing need – it may be a housing issue, or concern for a child’s support for special needs at school. In other words, addressing the major area of concern through referral to other specialist colleagues is paramount before focusing on the skills/employment aspect. This approach is to be adopted at the proposed job brokerage office in Edmonton Green where referrals can be made to other professionals as appropriate. No particular recommendations have been made for this project but it is important to recognise that adult mental health has been highlighted by this review and is a concern to the local community but is not within the scope of this review.

Recommendations

SDHD 1 The Council should implement an Edmonton Area Intervention Team, drawn from the Council and its Partners to plan more effectively an Area Action Plan for CAP 2. This team should be drawn from Senior Officers and report directly to Enfield Strategic Partnership (ESP) and should form part of the Place Shaping strategy.

SDHD 2 The CAP Board should consider the outcomes of this report when renewing its action plan for 2009/10 to ensure that Children’s Services are more joined up and responsive to the needs of the young people in the area. The needs of Edmonton/CAP2 should be identified within the 2009/10 Children and Young Peoples Plan and ECSL should focus its attention on meeting the needs of deprived or new communities arriving in Edmonton.

SDHD 3 The Enfield Strategic Partnership and the Children’s Trust Board should review the OLI phase 1 with a view to:- a) exploring a Family Intervention Programme for Phase 2 of the OLI development to tackle child poverty by improving family income and reducing worklessness; b) funding the FIP from a pooling of resources from a range of partner agencies, including the Council, Housing Associations and RSLs, the Police and Probation Service and the PCT. c) the Council and ESP should also explore further funding for the FIP and other interventions from Government, GOL, LDA and other funding bodies.

SDHD 4 Work with the PCT and schools to improve dedicated contraceptive services and sex and relationships advice and information for young people to reduce teenage pregnancy rates. Work with schools to review and improve substance misuse and SRE education in and out of schools.

SDHD 5 The Strategy for Promoting Youth Homelessness is incorporated as part of Enfield’s Homelessness Strategy and the Strategy for Promoting Youth Homelessness is taken to the Enfield Children’s Trust Board and incorporated in the Enfield Children and Young People’s Plan.

SDHD 6 Funding is found to enable the Enfield School Improvement Service to develop an Enfield PHSE and Citizenship curriculum resource with local teachers and input from National consultants.

SDHD 7 The Director of Education’s termly consultation meetings with Enfield’s Headteachers is used to: a) initially engage schools in implementing this strategy and promote the Police use of ‘The Prodigals’ in schools and b) Promote the Enfield Curriculum resource as it is developed.

SDHD 8 In order to tackle Substance misuse in Edmonton, the Drug and Alcohol Action Team must work with ECSL to :-

a) Integrate Young People's Substance Misuse into Children's Services b) Develop a closer working relationship with schools to enable screening to take place c) Develop a peer mentorship programme would be an effective way of engaging with young people

The Edmonton Review 27

Chapter 2. Educational provision and opportunity

NI and LAA Targets: NI 79 Achevement of a Level 2 qualification by the age of 19 – increase by 8.2% by 2011. NI 117 16 to 18 year olds who are not in education, employment or training (NEET) – reduce to 6.5% from 72% by 2011 NI 163 Proportion of population aged 19-64 for males and 19-59 for females qualified to at least Level 2 or higher – increase by 3.8% by 2011 DCSF Statutory set. (NI NI 92, NI 72, NI 73, NI 74, NI 75, NI 83, NI 93, NI 94, NI 95, NI 96, NI 97, NI 98, NI 99, NI 100, NI 101) All targets are set out in the CYPP.

Narrowing the Gap Challenge: Attainment: Although generally attainment is improving there are some key issues. The attainment levels at Foundation Stage, primary entry are low because of deprivation and/or little or no English and pupils take time to catch up. The high level of mobility exacerbates this situation. In the secondary sector, entry levels from primary schools are still below the expected level. While most BME groups reach their targets, their performance is still below the national average. High numbers of pupils with English as an additional language and high mobility make it challenging for schools to personalise the curriculum to disadvantaged groups.

The challenge would be to close the gap in all the Key Stages as indicated below.

Foundation Stage - Provisional 2008 Data Key Stage 1 (Achieving 2+ in Writing) - Provisional 2008 Data (number achieving 78+ and 6+ in each of PSD and CLL scale)

All Enfield All Enfield

CAP 2 Area CAP 2 Area

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 71% 72% 73% 74% 75% 76% 77% 78% 79% 80% CAP2 w ould need to increase from 849 to 906 (57) to equal All Enfield's 79.3%

Key Stage 2 (Achieving 4+ in English and Maths) Key Stage 3 (Achieving 5+ English) - 2007 Data Provisional 2008 Data

All Enfield All Enfield

Not including the Latymer CAP 2 Area CAP 2 Area

68% 69% 70% 71% 72% 73% 74% 0% 10% 20% 30% 40% 50% 60% 70% 80% CAP2 would need to increase from 832 to 869 (37) to equal All Enfield's 72.8% CAP2 would need to increase from 486 to 623 (137) to equal All Enfield's 72%

Key Stage 3 (Achieving 5+ Maths) - 2007 Data Key Stage 4 (Achieving 5+ at A*-C including English and Maths) Provisional 2008 Data

All Enfield All Enfield

CAP 2 Area Not including The Latymer CAP 2 Area not including The Latymer

0% 10% 20% 30% 40% 50% 60% 70% 80% 0% 10% 20% 30% 40% 50% 60% CAP2 would need to increase from 504 to 624 (120) to equal All Enfield's 72.1% CAP2 would need to increase from 255 to 388 (133) to equal All Enfield's 48.6%

2.1 What do we know about Edmonton / CAP 2?

Edmonton has many challenges when focussing on the educational attainment and achievement of young people in CAP 2. The area is below the Enfield average and well below the London and National expectations in all key stages. However, pupils in CAP 2 are improving faster than the Enfield average, albeit from a lower starting point. Schools recognise the difficult and challenging task that this context presents for them and they are determined to offer the high quality provision to pupils in this area that they deserve.

The priority for the Council and its Partners via the Children’s Trust has been to bring services together for children through our Children’s Area Partnerships to ensure that planning and delivery is joined up and coordinated so that children are not allowed to ‘fall through the net’. Whilst a many young people achieve good outcomes, a significant number do not. A significant gap exists in attainment and this is not acceptable.

The Edmonton Review 28

Often the determining factor in the achievement of young people is their social background. Research shows that young people from affluent families have better life chances and outcomes than those young people whose families suffer social and economic disadvantage. Poverty and disadvantage is a substantial barrier to learning and the life chances of young people in Edmonton. However, through positive parenting and by enabling access to learning, including social and emotional skills, the disadvantage can be minimised and in some cases the impact may well be minimised.

In addition, in general, those who have, or whose parents have high aspirations have better outcomes, even when taking into account individual and family factors, but this is not a universal effect. There are some groups for whom high aspirations do not lead to higher achievement. In particular, there is a gap between educational aspirations and academic achievement for young people from lower socio-economic backgrounds and from some minority ethnic groups. Practical and attitudinal barriers to the formation of high aspirations are evident. Financial constraints may limit some groups’ access to opportunities and enabling resources such as computers and private tuition. Equally, some individuals are limited by earlier achievement and choices such as leaving school or becoming a parent at a young age. But attitudes are also important. Young people who believe they have the ability to achieve and who attribute their success to hard work, rather than luck, or fate tend to have higher aspirations than their peers. Aspirations begin to be shaped early in a child’s life, but are modified by experience and the environment. Aspirations tend to decline as children mature in response to their growing understanding of the world and what is possible and to constraints imposed by previous choices and achievements. This decline is particularly marked for those facing multiple barriers.

It is important that the main strategy for reducing disadvantage and enabling our most deprived communities to thrive is through a ‘narrowing of the gap’ approach. This will require significant prevention and intervention strategies to ensure that the positive features of educational attainment can be enhanced and the more negative impact of deprivation can be reduce by targeted interventions by the Council, its Partners, schools and the community.

OFSTED Inspection results – July 2008

Over the course of a six year period all schools are inspected by OFSTED and overall judgements are made about schools based on evidence from attainment, achievements, teaching and learning and leadership and management. The results for CAP show a variable position with many schools that are good and outstanding but with too many schools that are satisfactory or inadequate. CAP 2 consists of 22 schools, comprising 17 Primary (including 2 Infant and Junior schools) 4 Secondary Schools 1 Special School for secondary age children and 2 Pupil Rererral Units.

Primary Age 4-11 Outstanding 2 (12 %) Good 8 (47%) Satisfactory 6 (35%) Inadequate 1 (6%)

Secondary Outstanding 1 (25%) Good 0 Satisfactory 2 (50%) Inadequate 1 (25%)

The Special school and the PRUs have been judged to be good. Overall, 58% of all school settings have been judged by Ofsted to be good or better, 33% to be satisfactory and 8% to be inadequate. It is important that all pupils have access to high performing schools that provide a good quality of provision therefore the authority must continue to work closely with schools to improve the quality of education in CAP 2.

Childcare

Whilst the Childcare Sufficiency Assessment 2008 (see Fig 2:1) showed the Borough to have broadly sufficient childcare, the demand for such provision in a mixed market place is affected by ability to pay. With Borough deprivation at its peak in Edmonton, demand is less here than in other areas and supply meets the more limited demand. However, the

The Edmonton Review 29 proportion of the population of children ages 0-4 is significantly higher in Edmonton (CAP2 overall) than in other parts of the Borough.

Fig 2:1 - Registered Childcare Places in CAP 2 (snapshot at time of last Audit – March 2008) CAP1 CAP2 CAP3 CAP4 Childminders 269 436 575 302 Day nurseries 315 632 1369 339 Pre-schools 138 200 392 313 722 1268 2336 954 Childminders Under 1’s 71 110 131 70 1’s-4’s 96 173 214 115 5’s-7’s 102 153 230 117 269 436 575 302 Day Nurseries Under 2’s 122 178 269 60 2’s 140 258 779 182 3’s-4’s 53 196 321 97 315 632 1369 339 Pre-schools 2’s 114 114 261 295 3’s-4’s 24 86 131 18 138 200 392 313

In addition there is a variable menu of out of school provision, some linked to the extended school initiative, but figures in the table (Fig 2:2) below should be treated with caution as this only records the provision registered with OfSTED. Much of the provision for after school activities is within the voluntary sector and with no registration requirements for services offered to children over 7 years of age. Other significant information about childcare in Edmonton includes:

• CAP2 has the most childcare settings who will provide care that lasts for ten hours or over. • 5 settings in the Borough offer overnight accommodation, and 2 of these are in CAP 2. • 55 settings offer weekend provision and 27 of these are in Edmonton and of the 239 settings that offer emergency care, 67 are in CAP 2. • 191 settings in the borough are wheelchair accessible (most of these are childminders). 27% of providers in CAP 2 are wheelchair accessible. • CAP 2 has 11 quality assured members of the childminder network which received both approval and high praise from the NCMA again this year.

Fig 2:2 - Number of registered out of school places by CAP CAP 1 CAP 2 CAP 3 CAP 4 Registered Out of School Places 602 1074 1202 700

Projects to Stimulate Take-Up - The government strategy for making childcare affordable and encouraging low paid families to return to work revolves around the take up of the childcare element of the Working Tax Credit and the Council Children’s Access and Early Years Service has worked hard with partners from Jobseeker Plus and Inland Revenue to promote the take-up of tax credits. Under the current DCSF and DWP Child Poverty Initiative, a bid has been short listed to promote routes back to work or training through increased presence of Job Seeker Plus Advisors in Children’s Centres in Edmonton.

The both phases of the LDA Childcare Affordability Project has seen take up by parents across the CAPs, but in particular this has been welcomed in CAP 2. The second phase of the Project focuses on the childcare requirements of children with special needs and disabilities. There are 2 key objectives for this project: to enable families with children with these additional needs to access work or training with the same freedoms as other parents and to develop capacity around inclusion within our childcare settings, demystifying inclusive practice and cascading models of support within the sector as a whole.

Childcare in Edmonton tends to be cheaper overall in comparison with other CAP areas with after school care as the exception where prices show little variance. Affordability remains a real challenge in Edmonton with 60 settings reporting daycare costs of over £175 per week

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(the government benchmark for affordability corresponding to the tax credit thresholds used in calculations for the Childcare Affordability Project administered by the LDA).

The allocation of free nursery places under the Nursery Education Funding is set out as follows in Fig 2:3. This allocates 343 places for 3 year olds and 88 places for 4 year olds. Despite the social deprivation and the perceived willingness to work the uptake of places (Fig 2:4) by parents in CAP 2 under this scheme are less likely overall to take up the free offer than in the other areas and indeed are less likely to be aware of it. Only 61% of parents take up this offer as compared to CAP 3 and CAP 4. 28% claim not to know about the opportunities available. Fig 2:3 Nursery Education Funding

Number of Childcare Places Funded by Enfield’s Allocation of the Nursery Education Funding (NEF) Funded Places for 3 year olds CAP 1 CAP 2 CAP 3 CAP 4 Day Nursery 79 127 515 135 Nursery School/Class 0 18 0 0 Nursery Units of Independent School 0 0 23 0 Pre-school Playgroup 120 198 240 270 TOTAL 199 343 778 405 Funded Places for 4 year olds Day Nursery 24 30 154 41 Nursery School/Class 0 8 0 0 Nursery Units of Independent School 0 0 64 29 Pre-school Playgroup 22 61 72 83 TOTAL 46 99 290 153

Fig 2:4 Use of the free part time nursery sessions Total CAP 1 CAP 2 CAP 3 CAP 4 All 5 sessions 66% 59% 61% 70% 71% Fewer than 5 sessions 14% 16% 3% 18% 14% None 11% 18% 8% 10% 9% Don’t know about it 8% 7% 28% 1% 6%

Attainment in the Early Years

The Early Years and Foundation Stage Team works with schools and pre school settings in order to narrow the attainment gap for children entering school at very low developmental levels. This includes support for children with delay in physical, social, and emotional skills and development.

2008 Foundation Stage results show pupils performance on arrival at school in CAP 2 is well below the Borough average and below that in all other CAPs. This is a consistent pattern over recent years; however, the results in CAP 2 over the past three years do show an improving trend. (Fig 2:5 below), although care should be exercised when making year-on- year comparisons due to the high level of mobility experienced in the area and changes within the assessment process.

Fig 2:5 - 2008 Foundation Stage (% of pupils with a score of 6 and above in all of the 13 assessment scales)

Year 2005 2006 2007 2008 CAP 2 22.2% 15.8% 21.0% 21.6% CAP 1 34.1% 25.1% 29.5% 28.8% CAP 3 57.3% 46.2% 46.5% 49.6% CAP 4 37.4% 32.3% 36.6% 38.3% LA Average 38.4% 29.8% 33.2% 34.4% Attainment in the Primary Sector

Schools in CAP 2 face significant challenges. Children enter the Foundation Stage (FS) with levels of development and attainment which are well below national expectations. The community has very high levels of social and economic deprivation and is increasingly mobile. Nevertheless the majority of schools are judged by Ofsted to provide a good or better standard of education for their pupils. Most are judged to provide good or very good

The Edmonton Review 31 pastoral guidance, care and support. Standards by the end of KS1 (Fig 2:6) are generally below national expectations but represent good or very good progress from the very low starting points of children entering the Foundation Stage. Schools in CAP 2 invest enormous amounts of time and energy in supporting and promoting family learning, which is of great benefit to children and their parents whilst also promoting community participation and cohesion. Two schools in CAP 2 have Children’s Centres, offering high quality childcare for babies from the age of 4 months and there is a further Children Centre at the Edmonton Sure Start Centre.

Fig 2:6 KS1 Results 2008

Reading Writing Maths Science 2007 2008 2007 2008 2007 2008 2007 2008 CAP 2 75.4 78.5 70.3 74.3 85.0 86.7 84.4 85.4 CAP 1 77.4 82.5 76.6 78.2 86.8 88.6 83.2 86.9 CAP 3 89.3 88.1 86.8 87.0 94.8 93.3 92.3 93.8 CAP 4 83.7 82.2 81.3 78.1 92.4 91.9 85.8 89.8 LA Average 82.0 82.5 79.0 79.3 90.1 89.6 87.4 86.6 National 84.0 80.0 90.0 87.0

The proportion of pupils achieving Level 2b or above at Key Stage 1 for Reading in CAP 2 has improved since 2006, but still remains below the Local Authority average. The proportion of pupils achieving Level 2b or above at Key Stage 1 for Writing in has fallen since 2006. This fall was reflected across the Local Authority. Pupils achieving Level 2b or above at Key Stage 1 for Maths in CAP 2 has improved, but still remains below the Local Authority average. The priority for all CAP 2 schools, particularly in the FS and KS 1 is to develop language, literacy and communication skills whilst supporting personal and social development. A majority of pupils have English as a second language and many speak little or no English on entry to the FS or when admitted in later years.

The longer children remain with their school in CAP 2 the greater their progress. By the end of Y6 (Fig 2:7) the majority of pupils make satisfactory or better progress, as judged by contextual value added measures (see CAP profile). However, all schools also have to make provision for significant numbers of pupils who enter school after the FS, often mid-year, and who may stay for a relatively short period. Apart from a limited knowledge of English, some have had their education seriously disrupted and may have experienced considerable physical or emotional trauma. The School Improvement Service works intensively with schools in CAP 2 in response to the high level of challenge they face, providing senior officers to coordinate and broker appropriate support.

Fig 2:7 Provisional KS2 Results 2008 English 4+ English 5+ Maths 4+ Maths 5+ Science 4+ Science 5+

CAP 2 80.9 30.3 74.1 26.5 56.5 46.2 CAP 1 75.7 22.1 73.8 24.3 65.5 51.0 CAP 3 87.5 42.0 83.6 41.8 41.9 37.4 CAP 4 82.1 30.7 83.3 34.3 49.9 42.9 Enfield 82.2 32.5 78.7 32.3 52.5 43.8

Overall, the proportion of pupils in CAP 2 achieving Level 4 and above at Key Stage 2 in English has fallen since 2006, but still remains above the 2005 level. The proportion of pupils in CAP 2 achieving Level 4 and above at Key Stage 2 in Maths has improved since 2006, but still remains below the Local Authority average. On an improving trend pupils in CAP 2 achieving Level 4 and above at Key Stage 2 in Science has improved since 2006.

In 2007/08 the LA established a pilot project in 6 primary and 2 secondary schools, which introduced a structured literacy programme based on synthetic phonics. This approach provides a thorough, rigorous grounding in basic literacy skills and can be used to support

The Edmonton Review 32 pupils entering the school at any point, including during the secondary phase. The initial feedback is extremely positive, indicating accelerated progress for a majority of participants.

Those schools in CAP 2 where pupils attain below the floor target (65% L4+) in English or maths at the end of KS2 have been enrolled in the Primary National Strategy Improving Schools Programme, which attracts additional funding and intensive consultant support. The primary school currently subject to special measures has received intensive support from the LA and from other schools in CAP 2. From January 2008, the school has been supported by the headship team from a good Primary School, with whom they will be formally federated from September 2008. As a result of these successful interventions, the school is now judged by Ofsted to be making satisfactory progress. A new headteacher and two new deputies have been in post from September 2008, along with newly appointed high quality teaching staff. The expectation is that the school will make rapid progress.

Attainment in the Secondary Sector

As with the primary sector, secondary schools in CAP 2, with the exception of The Latymer School, face the same issues of social deprivation, high mobility and declining standards of attainment on entry. See the narrowing of the gap challenge on page 28. Provisional figures for 2008 are not yet available for KS3 and KS4. The proportion of pupils in CAP 2 achieving Level 5 and above at Key Stage 3 in English in 2007 has fallen since 2006, although LA results as a whole have risen widening the gap. The proportion of pupils in CAP 2 achieving Level 5 and above at Key Stage 3 in Maths has fallen since 2006. The proportion of pupils in CAP 2 achieving Level 5 and above at Key Stage 3 in Science has risen since 2006, although by a slightly smaller proportion than the LA as a whole. At Key Stage 4 the proportion of pupils in CAP 2 achieving 5+ A*-C has fallen slightly since 2006, although there has been a rise in the LA average again widening the gap. The proportion of pupils in CAP 2 achieving 5+ A*-G has risen since 2006, in line with an increase in the LA average.

Many of the children from local primary schools travel outside the CAP for their secondary education. The Gladys Aylward and Turin Grove14 schools draw significant numbers of pupils from Haringey and Hackney. Fisher Family Trust (FFT) data indicates a steady decline in attainment on entry for the current Y7 to Y11 cohorts.

Based on attainment in the KS2 SATs for the current Years 10, 9 and 8, Fisher Family Trust (FFT) predicts a steady decline in the percentage of pupils likely to achieve 5+ GCSE A*-C including English and maths to well below the Government’s benchmark of 30%. In both schools the curriculum is being revised in order to provide intensive catch up and booster opportunities for pupils in Y7 and 8 who enter the school with National Curriculum attainment Levels of 3b and below, prioritising the acquisition of secure basic skills in literacy and numeracy. Both schools currently receive LA and London Challenge funding and support to provide intensive booster provision for Y9 pupils on the KS3 Level 4/5 and Y11 pupils on the GCSE C/D borderlines.

From September 2009, The Gladys Aylward School will be part of the consortium delivering the first of the new diplomas to be offered in Enfield; provision which will better meet the needs and interests of a significant number of pupils. Both Turin Grove and Gladys Aylward have been identified as National Challenge schools and will continue to receive intensive support from London Challenge as well as the Local Authority Secondary Strategy team. Both schools must achieve at or above 30% of pupils achieving 5+ GCSE A*-C by 2011 and demonstrate that this level of attainment is sustainable.

In addition to support for the core subjects, both schools are involved in LA projects designed to raise attainment and accelerate achievement for ethnic minority groups to close the gap that have been identified. The Gladys Aylward School has achieved recognition from the DCFS for the quality of its work supporting and inducting pupils new to English and accelerating the progress of advanced bilingual pupils in KS3. The Gladys Aylward School is currently subject to a Notice to Improve, following an Ofsted inspection in November 2007. In a monitoring visit in May 2008 the school was judged to have made satisfactory progress in relation to the key issues and will be re-inspected in the Autumn Term 2008.

14 Salisbury School was renamed Turin Grove from September 2008 to recognise its move to one site on the Turin Road.

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The LA is working with a private sector partner, Edison Education, to support improvement and development at Turin Grove School. The secondary schools in CAP2 have established a degree of partnership with neighbouring primaries. Further co-operation and collaboration across the sectors is a priority for CAP 2, to facilitate effective transition based on mutual understanding, support and a consistent approach to good learning and teaching. As part of its annual work plan the CAP 2 Board is developing a ‘transition plan’ providing advice and guidance for all stakeholders, including parents.

Key Performance Indicators by Ethnicity.

Edmonton has a wide variety of ethnic groups, in particular Black Caribbean, Black African and Turkish/Kurdish origin pupils make up the most significant underperforming groups together with new arrivals from Eastern Europe. The lowest attaining and achieving group is white British boys. The Chart (2:8) below highlights the relative achievement of Enfield ethnic groups as compared to key stage expectations and indicates those ethnic groups that are falling well below the Enfield and national averages. The lower attaining groups are significant in that they are reflected across all three key stages.

The Council is involved in three National Strategies inclusion projects to raise standards for identified groups: MEAP15 schools in Edmonton includeThe Gladys Aylward, Edmonton and Turin Grove. All schools have focused on science in Year 8 this year, although the principles of MEAP will be shared across all core subjects in 2008/09. L5+ science rose in 5 schools apart from Aylward and Kingsmead. The secondary English as an Additional Language project16 is beginning to have an impact at Edmonton County.

Chart 2:8

KS4 GCSE 5+ A* to C including English and KS2 English and Maths Combined NI 107 KS3 English and Maths Combined Maths NI 108 eligible eligible eligible pupils Total % pupils Total % pupils Total % 2007 2007 2007 Total 2006 2007 England Total 2006 2007 England Total 2006 2007 England

White British 1235 73.9 74.6 72.2 1279 70.6 70.4 68.7 1405 44.8 47.8 46.1 Irish 62 81.4 82.3 77.3 56 81.6 73.2 71.9 46 56.3 52.2 52.8 Gypsy/Roma 3 25.0 0.0 25.5 - 0.0 - 18.9 4 0.0 0.0 7.6 Irish Traveller 3 50.0 0.0 24.6 - - - 16.8 - - - 9.0 Any other White background 759 60.4 61.1 68.0 706 57.2 55.2 62.5 734 39.9 41.0 48.6 Total White 2062 69.3 69.6 72.0 2043 66.2 65.1 68.4 2189 43.6 45.5 46.2

White and Black Caribbean 37 67.5 75.7 67.5 79 71.2 70.9 61.8 73 34.7 43.8 34.3 White and Black African 15 66.7 86.7 70.8 29 65.2 69.0 67.0 25 54.5 68.0 43.3 White and Asian 16 57.1 75.0 78.6 32 76.7 87.5 76.3 31 71.1 74.2 59.0 Any other Mixed background 202 75.8 77.7 73.2 118 71.8 73.7 70.2 118 46.4 50.0 49.2 Total Mixed 270 73.0 77.8 72.0 258 71.6 74.0 68.0 247 47.4 53.0 45.0

Indian 107 84.5 85.0 77.8 105 81.4 87.6 78.5 109 65.8 77.1 62.4 Pakistani 30 94.4 83.3 61.0 24 64.5 70.8 56.7 27 58.3 51.9 37.5 Bangladeshi 53 70.0 72.6 66.0 76 63.2 75.0 60.9 61 46.7 65.6 42.0 Any other Asian background 74 75.8 87.8 73.6 88 83.3 85.2 69.2 74 70.7 63.5 53.9 Total Asian 284 78.0 82.4 68.5 293 75.8 82.3 66.1 271 60.8 68.3 48.9

Black Caribbean 239 59.9 63.6 59.1 294 54.3 63.9 57.2 283 31.0 45.6 33.3 Black African 444 57.9 58.3 61.5 423 58.5 62.4 60.9 389 34.6 43.7 42.7 Any other Black background 50 66.7 64.0 60.3 56 57.9 58.9 57.2 57 25.6 31.6 34.4 Total Black 733 59.3 60.4 60.6 773 57.1 62.7 59.1 729 32.3 43.5 38.1

Chinese 19 100.0 94.7 84.0 24 85.0 87.5 80.2 35 100.0 82.9 71.9 Any other ethnic group 211 55.8 54.5 64.4 156 57.5 54.5 60.4 141 33.3 48.2 45.2 Unclassified 58 60.0 58.6 65.9 151 51.5 68.2 60.6 122 42.0 38.5 40.1 All pupils 3637 67.5 68.5 71.1 3698 64.6 66.4 67.7 3734 43.0 47.5 46.0

England average (total maintained) 71.1 67.7 46.0

Group performing below LA average (<50 pupils) Group performing up to and including 5 percentage points below LA average (>=50 pupils) Group performing more than 5 percentage points below LA average (>=50 pupils)

15 Minority Ethnic Achievement Project (MEAP) Raising the achievement if Pakistani, Bangladeshi, Somali and Turkish Heritage pupils Launched on 5th October 2004, the Key Stage 3 National Strategy Minority Ethnic Achievement Project is a two-year project focusing on raising the attainment Pakistani, Bangladeshi, Somali and Turkish heritage pupils. The project involves 52 schools across 12 LEAs 16 Building on the work of the National Strategies Primary EAL Programme and the London Challenge ‘Making the Grade’ Key Stage 4 Project, this two-year pilot Key Stage 3 programme (2006–08) is aimed at more advanced bilingual learners. The programme has three main areas of focus: Developing higher order thinking skills, Developing academic language, Improving extended writing skills

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Information, Advice & Guidance (IAG)

There is an existing programme of good quality IAG evidenced in the recent audit, reviewed against the Quality Standards. Institution action plans, monitored and reviewed annually by the 14-19 Strategic Partnership, ensure improvement benchmarks are met, consistent dissemination of good practice and Diploma opportunities are securely embedded. It is important that the level of support for young people is sustained and developed through the newly emerging Youth Support Service. (see Chapter 5) The young people of Edmonton require access to high-quality universal services, but the significant number of young people at risk of poor outcomes (young people with additional needs) also require targeted support from this type of service. Often these young people's needs are not met by mainstream or specialist services in isolation, and as they do not meet eligibility criteria for statutory services, they frequently do not get the balance of support and challenge they need. They often have multiple issues and needs17.

Exclusions

The most current confirmed data on exclusions, both fixed term and permanent, is for academic year 2006/07. This shows that exclusions in schools in the Edmonton area were roughly in line with the rest of the Borough.

In the primary sector fixed term exclusions rose between 2005/06 and 2006/07 from 95 to 129. This is higher than the Enfield picture at 0.66% compared to 0.53%. Ten out of the 17 primary schools had at least one exclusion, which was a reduction on the previous year. The numbers of exclusions range between one and 45 which has again fluctuated year on year, although this may include one child with several exclusions. There are no permanent exclusions. Fixed term exclusions in the secondary sector are below the Borough average, 5.43% compared to 5.68%. They rose slightly between 2005/06 and 2006/07 due to fluctuations in individual schools. Permanent exclusions fell slightly.

Although figures are not yet available, it is anticipated that changes brought about by the Education and Inspections Act 2006 will impact on levels of exclusion. This legislation requires schools to provide education from the 6th day of a fixed term exclusion and it is anticipated that it has led to exclusions of shorter length or more permanent exclusions.

Edmonton schools may be adversely affected by size, as they are generally larger than secondary schools in the Borough. In addition one of the schools is on split site which may cause more behavioural management difficulties. The relocation of Turin Grove Secondary onto one site and the subsequent reduction in size will prove to be a significant benefit. Indeed, during the period 2006-07 Turin Grove did not exclude a single pupil by managing the issues internally and by ‘internal exclusion’ enabling all students to stay within a learning environment.

2.2 What is your view of what is currently happening in Edmonton and why?

Age 0 – 5 Many participants recognise that there has been an improvement in early years attainment and provision in the last few years. Coupled with a recent increase in Early Years provision in the CAP 2 area, including the introduction of Children’s Centres, it is possible to see the Early Years Strategy beginning to meet the community’s needs. Although anecdotal evidence is positive, it is too early for impact to be effectively analysed. Communication, language and literacy is a weakness in children’s early learning and many children in

17 Multiple needs include: disruptive or anti-social behaviour; parental conflict and/or lack of parental support; involvement in or risk of offending; poor attendance or exclusion from school; experiencing bullying; special educational needs; disabilities; disengagement from education, training or employment post-16; poor nutrition; ill-health; substance misuse; anxiety or depression; housing issues; pregnancy and parenthood.

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Edmonton arrive at school with underdeveloped speech and language. Some schools are increasing their capacity to provide speech and language support. There are insufficient nursery places to enable all children to benefit from important early educational provision.

On entry to school many children have weak social skills, and some display poor parental care. Schools are concerned at the high levels of need on entry. Significant Special Educational Needs (SEN) may have been identified at a very young age but seem to have “slipped through the net” during pre-school provision. There are questions about pre-school health checks and whether the role of health visitors is changing, and their numbers reducing. Many parents need help in recognising their important role in their children’s education. Some schools offer support for parents that increases their understanding of this role. Good home school links are promoted through home visits and other appropriate activities.

Age 5-16 School leaders, staff and parents acknowledge the major role schools play in the lives of young people in Edmonton. Children from the Edmonton school councils saw learning as one of the 5 priorities. Education is highly valued and respected by many of the cultural groups, but not all. Schools report success for individuals and groups of children from West African and Eastern European families but the converse is seen in many White British and Black Caribbean families, especially for boys. These groups are priorities for the Local Authority as set out in the Enfield Children and Young People’s Plan 2006-09

Personal, Social and Health Education is important in primary schools and alongside this, other activities contribute to good personal and social development, including all aspects of Physical Education, the arts, school council, projects, visits, etc. The “Place to Be” and other projects contribute in this area.

Headteachers believe schools must give children the tools to break out of the cycle of deprivation. Primary schools work hard to give a strong educational grounding and to ensure high performance in national tests. Some schools have been successful in raising SATs outcomes but all say the raising of performance is very challenging. One school sees success as an outcome of building learning in very small stages, defining and celebrating small achievements as children progress. This school feeds children with a wealth of opportunities and would wish for this to continue at secondary school. Learning Mentors contribute to success for some pupils.

White British pupils are often the lowest achievers and consequently parental aspiration and expectation is low. Some participants believe that inadequate parenting contributes to poor school performance as a high percentage of parents see their role to get children to school, rather than to support their children’s education and aspiration. As in the early years, primary schools welcome parents to help their children’s learning.

Children have mixed reactions to leaving at the time of secondary transfer. Some are very anxious whilst others are ready to move on. There are some productive links with secondary schools and primary schools do all they can to make the transfer easy. One primary school sees their community extending to all pupils who have left: they are delighted when pupils return for events and activities bringing very positive reports of their continued successes. Many interviewees perceive that many families chose secondary transfer as the time to relocate, preferring their children to go to secondary schools outside Edmonton. Where there is no secondary school in the immediate vicinity, primary schools believe they have fewer problems with secondary age young people in the community.

Schools are sometimes used for summer holiday activities and charges usually made to cover costs. Adults maintain that this activity should be more widely available and free of charge. The overriding factor, which came up in almost all interviews, related to the level of attainment in CAP which is below the Borough and the National Average. (See CAP 2 Profile)

Age 16-25 Many participants recognise that the secondary schools in the area at post 16 level are improving and as a result of the new collaborative arrangements for post 16 students can access courses in schools, colleges and work based provision. Schools and young people who have had contact with colleges are pleased to be working more closely with them now.

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This is seen as an important development within the new 14-19 Strategy. However, many young people have dropped out of the education system at 16 and a significant group of young people are now recognising that their future depends upon the achievement of qualifications. Some have returned to study at second chance provision, like the Enfield Training Services or work-based provision. However, many have not and now a significant group of young people in this age group are unemployed or not in education or training programmes. It is recognised that this group of young people would benefit from vocational education programmes but for some the opportunities are not related to their level of interest, for example, electrical apprenticeships. (see Chapter 6) Edmonton was previously an area with substantial training and employment in the electrical industry.

Schools also see their role as community educators and run adult and family education, including courses in literacy, numeracy, ICT, Yoga, parenting classes, English as a second Language and Share projects. Through providing appropriate learning opportunities for first generation newcomers, schools aim to help parents to support their children’s learning. Provision is sometimes limited by space but other venues are included, such as the Ark and local community halls.

2.3 What can we do to improve Edmonton / CAP 2?

1. Early Years

One of the urgent issues arising from the review in relation to childcare is the lack of take up, and the lack of knowledge about the places and opportunities, available to the CAP parents. A recent survey undertaken by ECSL sought the views of more than 850 parents in relation to their childcare choices across Enfield. CAP 2 was highlighted with the highest number and proportion of parents who do not take up formal childcare – Fig 2:9 .

Fig 2:9 Formal Childcare Used by CAP (by percentage) Total CAP 1 CAP 2 CAP 3 CAP 4 Registered Childminder 7 5 4 9 5 Nursery Class (part-time attached to state school) 14 17 10 14 12 Day Nursery (full or part time) 13 7 6 19 15 Nursery Class (private school) 4 1 2 5 4 Breakfast Club (before school care) 8 7 5 7 10 After School Club (on school site) 11 12 9 11 12 After School Club (off school site) 5 3 1 6 5 Pre-School or Playgroup 15 15 7 16 20 Holiday play schemes 10 8 7 12 12 Other 1 1 2 2 1 None 44 49 57 37 38

9% of the parents spoken to in CAP 2 who are already using any form of childcare believe that it doesn’t meet their needs. Of 164 parents spoken to in CAP 2 25% thought the childcare they are using is poor or fairly poor, 30% thought it to be good or better and 45% would not comment. Top 6 factors of importance to parents in looking for childcare across the whole of the Borough are:

• Safety and security (82%) • Staff attitude towards children (52%) • Learning opportunities, choice of equipment and activities (50%) • Bright, happy and warm atmosphere (44%) • Attractive premises and cleanliness (41%) • Outdoor playspace and outings (40%)

In addition, more than half the respondents (56%) with a child with special needs selected “welcoming children with special needs” from the survey choices as a key factor.

The review has also uncovered a number of perceived gaps in childcare arrangements in Edmonton:-

Perceived geographical gaps - CAP2 was the area most commonly highlighted by interviewees as presenting insufficient childcare – key issues being quality and affordability rather than the number of

The Edmonton Review 37 available places. There are vacancies in provision in Edmonton but the perception of parents is that this is due to high costs, and poorer quality.

“Families can’t access the childcare due to lack of affordability – daycare and childminding all have vacancies in Edmonton Green area, even with government subsidies” “There is a shortage of good quality education in Edmonton and poorer areas” “There is enough provision, but not enough choice for parents”

Perceived childcare type gaps - The key gaps identified by parents are of sessional playgroups with extended wraparound care, and holiday provision.

Perceived income gaps - The perceived lack of affordable childcare is a key theme running through the CSA, but with a particular resonance in CAP 2. The issue is worse for parents with more than one child, in particular if the child or children have additional needs. The fear is that with registered childcare being perceived as out of financial reach, unregistered and unregulated childcare may be on the increase.

Perceived time gaps - Much of the childcare that exists does not offer sufficient hours for commuting, although CAP 2 has the highest proportion of providers who will offer up to 10 hours care.

Perceived ethnicity gaps - Shortages of childminders from ethnic groups. A general perception that the childcare available does not represent the demographics of the area and that it is only middle class white families who access daycare, and for whom daycare is geared.

Job role - Particular difficulties faced by those in certain job roles reflected in relatively few places offering non-standard hours for those on shift patterns (e.g. nurses). Difficulty for the unemployed looking for childcare, particularly for asylum seekers who are not able to work and receive 70% of the benefits normally received by the British unemployed. This provides an obstacle to them learning English as they are not in a position to pay for childcare.

CHILDREN’S CENTRES

The area now designated as CAP 2 was the priority zone for the development of Children’s Centres. The first Sure Start Centre was established in Edmonton as a Trailblazer programme and was one of the first of our current 16 designated children’s centres. 6 Centres are in CAP 2, each slightly different but all working in partnership with other agencies to offer family support services alongside access to childcare or crèche or play opportunities for very young children. The centres in CAP 2 are:

• Edmonton Green – stand-alone centre formerly Sure Start Edmonton – based on third floor of shopping Centre • Lower Edmonton – virtual model with Eldon Schools leading and building on their extended school provision, but developing links with the voluntary organisations based at the Ark • Forest Road – with the hub for the services based at the health centre, in partnership with Tara Kindergardens (private daycare provider) for childcare. • Raynham Childcare Village – developing its provision with key partners being the Library Service (small library developed on site) and the Angel Community Centre where a 0-19 ethos is being developed – 4children working with us on this element of the services • Galliard – our first full service extended school now with extensive capital development to establish a large daycare centre • Hazelbury Infants School – another capital development to establish full daycare provision linked to the infant school.

All centres have partnership arrangements in place with IF, Libraries, Jobcentre Plus, PCT (and the Acute Trust in some cases) and voluntary sector partners to deliver family support services. There is also access to welfare benefits advice, crèche workers, community PSAs and stay and play workers, as well as early years advice through teams within CACEY and via the Early Years Strategy Manager.

Services have been commissioned through open competition and following the Council’s corporate procurement processes. The Council is currently working to establish robust performance monitoring for each centre to track both reach and outcomes for children and families. School staff acknowledge the potential benefits from Children’s Centres. They would like to develop closer links between the centres and all schools so that effective practice can be expanded and shared more widely. Therefore the Council and its Partners should create and sustain the links between Children’s Centres, schools and other children’s

The Edmonton Review 38 services through the CAB and ISTs to raise aspirations and attainment. There is also a clear role to provide parents in Edmonton with advice and guidance on the availability of childcare to remove some of the misconceptions and to ensure that working families can access affordable childcare.

Additional resources are needed in schools to gain an adequate adult/child ratio in nurseries and to ensure there are places for all children. Resources should be targeted on effective speech and language provision and increased support for parenting skills as well as for involving parents in their children’s learning. Action has been requested to ensure health resources are appropriately allocated, pre-school health checks are consistently undertaken by the PCT and all information passed to schools pre-admission. (EPO 1)

2. School Improvement Strategy

A. Improving Schools Programme Through the SIP programme continue to embed rigorous self-evaluation in all schools; identifying and challenging underperformance of groups and individuals. Those schools in an Ofsted category or those failing to achieve national floor targets will remain the focus for intensive support to improve the quality of learning and teaching in order to raise standards and accelerate progress. Preliminary results from public examinations in Summer 2008 indicate that the two schools currently in an Ofsted designation have made significant improvements. (EPO 2)

B. Narrowing the Gap Through the Improving Schools Programme in the Primary sector and All Pupils Can Achieve in Secondary18, support schools to identify and target those pupils who are failing to make satisfactory progress, particularly in the core subjects. A more sophisticated programme of assessment, pupil tracking and analysis of data will enable schools to identify pockets of underachievement and develop specific learning and intervention strategies, which enable all pupils to better access the curriculum and make optimum levels of progress. By focussing on a ‘narrowing of the gap’ strategy (See page 28), impact will be achieved on hard to engage and vulnerable groups by personalising the curriculum to help them achieve beyond the Borough average. A ‘narrowing of the gap’ approach is becoming universally accepted as a key strategy in delivering the ‘Every Child Matters’ Agenda. ‘A project of this nature requires major changes in a number of respects at local level and strong local leadership is required. This task cannot be left to Directors of Children’s Services alone and requires Council Members and community leaders to work together to support a relentless focus on the local data and the actions needed to close the gap. A key aim of the Council and the Children’s Trust is to intervene early and to tackle some of the more challenging problems before they become significant barriers to learning. Each case requires a carefully planned intervention by professionals to ensure that it leads to a positive educational or social outcome. This type of targeted support is crucial and can avoid costly and potentially damaging interventions later in the young person’s school career. (EPO 3)

C. Local Leaders Through the developing CAP structures, schools are encouraged to collaborate in order to improve the quality of educational opportunities offered to all children and young people in Edmonton. The local leaders programme will promote and facilitate opportunities for leaders at all levels to work with colleagues; cross phase where appropriate, to enhance their leadership skills whilst developing tailored, personalised provision which responds to the particular challenges, needs and interests of the local population.

D. Curriculum for Success In order to narrow the gap and challenge underachievement wherever it occurs, the absolute priority is to raise literacy levels across all key stages. Edmonton has a very high proportion of pupils for whom English is a second language. Some of these pupils are new to England and sometimes to school. It is planned to build on the effective induction programmes already in place by developing a specialist induction centre based in a local secondary

18 All Pupils Can Achieve in Secondary Project is extending the principles of the Minority Ethnic Achievement Project across all three core subjects in all schools in Edmonton to reflect the high number of EAL students in CAP 2 schools

The Edmonton Review 39 school. Such a hub will focus on rapid English acquisition, catch up courses where necessary, and a supported integration into mainstream. The centre will be able to offer English lessons to parents and support for successful integration into the life of the local bilingual community. It is envisaged that the hub will employ bilingual teaching assistants from the relevant ethnic communities to facilitate effective liaison between pupils, parents, the school and other agencies.

A very significant group is made up of those pupils who speak fluent ‘playground’ or transactional English but who have not mastered the more complex vocabulary and syntax necessary for academic success. The Primary and Secondary teams will build on the considerable and proven success of the Secondary EAL programme and Minority Ethnic Achievement project (MEAp) to embed approaches to learning which specifically address these weaknesses, acknowledging the particular difficulties faced by speakers of the predominant community languages. This approach is also of great benefit to mono lingual pupils whose spoken and written English is impoverished. The four secondary schools in CAP 2 will be expected to jointly review the academic and vocational pathways they offer to pupil’s post 14 and to ensure that they provide appropriate opportunities for the full range of abilities and interests. The introduction of diplomas at Levels 2 and 3, linked to the collaborative Building Schools for the Future agenda, requires schools to take collective responsibility for the breadth and the quality of the offer made to all the young people in the area.

In response to the priority identified by the CAB in CAP 2, it is intended to build on the successful cross phase School Sports Partnership by extending opportunities for young people from KS2 upwards to participate in a range of after school sporting activities, including dance and gymnastics. Similarly it is planned to develop drama and performing arts programmes, making use of the good facilities in local secondary schools. The aim is to engage young people, developing their skills and involving them in worthwhile activity with positive role models before they reach the age at which they are most vulnerable to anti social influences. (EPO 3)

6. Extended services in and around schools

In CAP 2 there are 17 schools for Primary age pupils, 4 Secondary Schools and 1 Special school. Of these, there are 11 schools (50%) currently providing access to the “full core offer” of extended services according to the needs of their pupils and community. The Borough average is 55%.

Headteachers and Governors are willing for schools to extend their remit. They acknowledge that more effective use could be made of resources and facilities, especially during “downtime” at weekends and school holidays. There is a danger of overloading schools so other agencies will need to give their support. For example, the headteacher of one school considering offering the use of facilities on site is clear that this can only be done with sufficient high quality advice and support from the Local Authority.

In other circumstances, schools believe that there are skills, talents and expertise within their diverse communities that can be harnessed and used to benefit learning and school life. All schools would become truly community schools. Where this practice is emerging, in the employment of community workers, a positive interface is developing with the community.

The Council is currently recruiting extended services cluster managers to co-ordinate and develop extended services across each CAP area. There will also be a small fund to enable joint projects and services to be developed between schools and other partners, thus assisting synergy between services and organisations. A guide for schools and potential voluntary sector partners is being prepared and will be ready for distribution in September 2008. The Children’s Fund and Extended Services Grants have jointly funded this.

One of the issues is around the affordability of childcare as many families are on low incomes or not working. There have been instances where schools have responded to parental requests for holiday schemes, which have then not been viable due to low take-up, mainly due to affordability. We therefore need to increase access to free holiday activities such as the open access play schemes in parks (Reach Out and Play). Another issue is the

The Edmonton Review 40 lack of after school and holiday provision for children with disabilities and special needs. Access to the use of school premises and facilities outside normal school hours could be improved in some schools, particularly in school holidays. This would be a good way of developing partnership working with other agencies, as many schools already do. (EPO 4)

The pilot Parent Support Adviser (PSA) project, which ends this month, has been very successful in supporting parents and families and has improved the outcomes for pupils, such as improved attendance and has assisted parents into employment and training. Reduced continued funding has meant that schools involved in the pilot have to subsidise the role in the short term and mainstream posts in the longer term. This role should be available in all schools where there is a need for this additional support on site and could be achieved via a collaborative approach through the CAP structure. (EPO 5)

7. 14-19+ Strategy

The Council is planning, with its 14-19 partners, to make sure that our curriculum offer to young people is expanded at all levels to include a range of courses supporting the transition from education into employment. This also includes implementing the 17 new Diploma19 qualifications, to match the growth in these important employment sectors.

As with the employment rate for young people, the situation is worse for women than for men. Government policy also emphasises that delivery of new skills must be responsive to market needs. By 2020, all publicly funded adult vocational skills will be delivered through demand-led routes and will be individualised to employer requirements and learner needs. Individuals will access these services through individual skills accounts whilst employers will be served through a customer-led brokerage system of which Train to Gain is the emerging model.

The Government has promised a complete rationalisation of the vocational qualification system and will only support qualifications that meet standards set down by employer led Sector Skills Councils. The priority goal is to increase the numbers of people who have at least a Level 2 qualification and a system of free tuition is in place to help people studying or training to reach this qualification level. (EPO 6)

Part of the longer-term solution lies in improving the skills base of our younger population. Although the majority of our future workforce is already in employment, an important change agent lies in the skills level of entrants. National policy clearly recognises the need to significantly improve the achievement levels of young people – especially those that are at risk of disengagement and eventual failure. Success in our education system is critical to achieving this ambition. The “Tomlinson” reforms of 2004 are now being implemented throughout the country and Enfield has a particularly strong set of arrangements to deliver the new curriculum and lay the foundations for raising the education-leaving age. This year’s 11 year olds will be starting their secondary school lives as the first cohort that will stay in the education and skills system until they reach age 18.

In Enfield, we are beginning to implement the Diploma offer – specialised lines of vocational learning that will provide occupationally relevant skills plus a firm grounding in maths, English and ICT knowledge. In line with Government policy, our 14-19 strategy also concentrates on re-motivating disengaged learners and ensuring that we reduce further the proportion of 16 to 18 year olds who are not in education, employment or training. Funding responsibility for the 14-19 phase will transfer from the Learning and Skills Council to the Borough’s ring-fenced education budget. The strategic control of funding will simplify and strengthen decision-making and give the authority very effective leavers to influence the take-up rates into further and higher education and to ensure that we successfully retain young people in learning up to and beyond the age of 18.

19 a new qualification for 14 – 19 year olds in England that combines theoretical and practical learning. By 2011 it will be available in 17 subject areas

The Edmonton Review 41

The “Enfield Entitlement” offers all our youngsters a high quality curriculum with a strong vocational pathway, progression into work-based learning for those that want it backed-up with specialist provision for at-risk groups. The entitlement will equip them with the knowledge, skills and experience not only to cope with, but also succeed in meeting the challenges of life and work in the future. This can be achieved through the provision of an exciting and stimulating curriculum which provides choices for all levels of learners, provides different learning contexts and experiences and has clear and uncomplicated progression routes. All of our colleges, schools and work-based learning providers are engaged in delivering this comprehensive offer that provides appropriate routes for young people (both vocational and traditionally academic) into employment or higher education.

The 14-19 Partnership will strive to keep young people engaged in learning at the critical break points of 16 and 19. Increased participation and attainment at all levels will involve new pathways that expand the traditional routes to include Diplomas and Apprenticeships. The Council will ensure that all young people benefit from clear progression routes to pursue qualifications up to level 4 and this will be supported by high quality, impartial information, advice and guidance.

However, we must recognise that not all our school students are achieving at or above the national average in Edmonton. Pupils attending some of our schools achieve outstanding results at age 16, but this is not universally the case. At least two of our schools in Edmonton have a results profile for GCSE attainment which is well below the national average and these schools predominantly draw their pupils from the eastern side of the Borough where evidence of multiple deprivation is most apparent. In Edmonton / CAP 2 area we must therefore make sure that we raise the attainment level of our young people and provide them with vocational learning that will equip them well in the workplace and deliver for employers exactly the qualifications and knowledge that their business requires. The partnership will therefore concentrate on the delivery of functional skills in order that all young people have a solid foundation in the English, maths and ICT competence that employers expect. See Chapter 6 for recommendations associated with 19-25 learners of which there is a significant group in Edmonton.

7. NEETs and Exclusions

Although the numbers of students being permanently excluded are comparable with the Enfield schools generally, there are still a relatively high number of fixed term exclusions (603) between September 2006 and 2007, in schools in the Edmonton area. Over the last three years the number of children and young people, including leavers from social care, who have chosen to stay on in education, employment and training has increased. Good progress has been made in reducing the numbers of young people not in education, employment or training (NEETs)’. However, using June 2008 data, Edmonton has a higher proportion of NEETs than the local area as a whole and three out of the four wards with highest levels of NEETs are in this area. This equates to a total of 172 young people or 42% of all NEETs in Enfield. The Local Authority and the 14-19 Partnership will continue to focus on those young people who are at risk of becoming economically inactive and disengaged from the learning system especially those 16-18 who are Not in Employment, Education or Training (“NEET”). In order to cater for the needs of this particular group of young people this review proposes that three ‘centres of excellence’ be established for young people who have been excluded or who are NEET and economically inactive to provide these young people with purposeful activity between the hours of 3.30 and 6.00. (EPO 7) The three centres would provide a) sporting programmes, b) music and c) arts and drama activity and would be linked to the Olympic Strategy in the first instance. For example, as part of the LA Olympic Strategy, we are proposing to develop a new sporting programme for 11-18 year olds in several secondary schools in Enfield between the hours of 3.30-6pm.

Whilst acknowledging that there is an existing rich extra-curricular sporting programme operating in Enfield secondary schools, this programme aims to enhance the provision and increase the number of 11-18 year olds taking part in sport and physical activity from the groups identified above. It will be specifically targeted at young people who are NEET or excluded from school to take part in sport at present. Some sporting activity could also be located in parks and Leisure Centres to cater for those not wishing to return to a school site.

The Edmonton Review 42

This concept is not just about providing funding to provide the additional sporting opportunities. It will also be about supporting, identifying and developing sporting talent, enhancing the health and well-being of young people, providing positive activities that they want to do. The second element of this concept is to increase the sporting workforce in Enfield. Again, funding can be made available for 16- 18 year olds to undertake coaching qualifications if they are committed to applying their skills and expertise to the Sport Unlimited programme.

This programme could be replicated in the other two centres of excellence for music and arts and drama. It is anticipated that these centres could be staffed by Sports Development and Youth Service staff and would provide 120 places across the three centres over a six month period for young people. The centres would operate for 30 weeks per year and refresh its cohort every six months. Whilst attending these centres young people would be expected to seek a return to education, employment or training. The actual cost of this provision is expected to be approximately, £120,000 per centre per year or £360,000 once staffing, equipment and hire charges are taken into consideration. Further work will be undertaken to confirm the costs of the provision should this recommendation be accepted.

9 Diplomas

There is a robust and realistic strategy for the delivery of the full entitlement to Diplomas by 2013. All members of the 14-19 Partnership including Schools, Colleges and other stakeholders such as Enfield Education Business Partnership (EEBP) subscribe to the strategy. The strategy builds on the premise that effective delivery of the Diploma entitlement, a key element of 14-19 Reform, is essential in ensuring that through greater participation, the economy in Enfield is fuelled by a more highly skilled and qualified workforce. This is a key component in the regeneration and community cohesion of the Borough and in local flagship initiatives to tackle worklessness and child poverty. In addition to local partnership, Enfield has been central to sub-regional planning that has helped ensure that Diploma opportunities across London North are distributed so that all young people have equal access to all lines of learning.

The 14-19 Strategic Partnership will ensure by 2013, 17 Diplomas will be available in Enfield and the wider North London area. (EPO 8) In addition to the two lines already secured, the 17 Diplomas will include: Engineering , Environment & Land Based, Society, Health & Development, Creative & Media, Hair & Beauty, Hospitality & Catering, Business, Administration & Finance, Public Services, Sport & Leisure, Retail Business, Travel & Tourism, Manufacturing Humanities, Languages and Science

From September 2009 young people aged 14-19 in Edmonton will be able to study two of the new work-relevant Diploma qualification in Construction & the Built Environment and Information Technology. Construction & the Built Environment is being offered in conjunction with Barnet Local Authority and includes the following delivery institutions: Southgate College (Lead Partner), Broomfield School, Edmonton County School and John Laing Training. For September 2009, 214 places will be available at Levels 1 and 2 across Enfield and Barnet. Information Technology includes the following delivery institutions: Southgate College (Lead Partner), Enfield College, Broomfield School, The Gladys Aylward School and First Rung Training. For September 2009, 233 places will be available at Levels 1, 2 and 3 across Enfield. By 2013 all 18 schools, 3 colleges and 5 training providers have expressed an interest in being involved in the delivery of Diplomas linked to their specialism. 10. Alternative Provision

A key focus of the 14-19 Strategy in Enfield is providing more flexible and personalised programmes of learning and increasing the number of young people choosing to follow programmes and pathways which offer more applied learning and are in touch with what the employers of today want. (EPO 6) Currently over 1250 places are on offer through 60 different courses in the 14-16 prospectus and over 1000 young people are now taking part at KS4. This does not include an additional 350 young people on STAR vocational taster programmes and 135 on extended work placements. The prospectus is supported by Borough-wide policies and procedures including the Enfield Clearing House System,

The Edmonton Review 43

Common Charging Policy and Partnership Level Agreement. In addition to the successful and well-established Borough wide 14-16 curriculum offer, the 14–19 Strategy Team has set up and supported meetings between groups of schools with common needs and individual institutions/agencies (including Special Schools, Support Units and the Looked After Children (LAC) team) and providers to develop alternative and bespoke programmes of learning. This has led to a number of new programmes being introduced, 14-16 and 16+ including additional programmes at Entry and Level 1. Examples include:

• Passport to Progress - collaborative programme developed with Secondary Support and Tuition Centres to offer year 11 learners a transition to FE learning. • ‘Transition to Further Education programme’ - offered to all LBE schools and developed to address the needs of 16+ learners not yet ready for work, but not having the necessary qualifications to remain at school or the confidence to take up a full-time college placement. • Part-time ESOL study support - language support programme for Year 11 learners delivered by ESOL-trained college staff at 2 local schools engaging 26 young people. • Year 11 Transition Group - (January start) course suitable for those who are unlikely to complete KS4 successfully at school and who are more suited to an Entry/Level 1 programme. 12 young people engaged in the programme. • Out of Hours Computer Club for Girls - introduced to raise awareness of career opportunities in the IT industry and link with development of Diplomas through Southgate College’s COVE status in ICT engaging 24 young people • Aim Higher Mobile Construction Bus - including sample vocational activities in Construction introduced to raise awareness of careers opportunities in the industry and link with the development of Diplomas engaging 60+ Year 10-11 learners • Uphold Project – successfully introduced in 2007 and following the success of the first programme which provided learners with an accredited OCR Entry Level 3 Certificate in the IT pathway has been extended to include a second pathway to achieve an accredited OCR Entry Level 3 Certificate in Child Development.

All of these courses are available to learners in the Edmonton – CAP 2 area through the 14- 19 Strategy. No further recommendations are necessary. 11. Targeted Youth Support Targeted youth support should be delivered collaboratively through a range of services, including: education welfare, behaviour support, Connexions, youth services, social care, drugs and alcohol services, sexual health, mental health, housing support, school nurses, youth offending services; and through Positive Activities for Young People, the Young People's Development Programme, Positive Futures, youth inclusion programmes, and the Teenage Pregnancy Strategy. Therefore, the Enfield Children’s Trust has a key role to play in securing this partnership approach to securing and commissioning young people’s services, especially with the significant numbers of young people in Edmonton requiring IAG support. In order to have a significant impact on returning these young people to Education, training and/or employment. (EPO 9) Also see chapter 4.

12. Information, Advice and Guidance (IAG)

Providing better information, advice and guidance to young people to help them make more informed choices. An effective IAG strategy that recognises the important role that IAG has in helping young people choose the right learning options.

A fundamental feature of the Learner Entitlement is that each young person 14-19 should have easy access to impartial IAG that enables each to make choices that are right for them, to progress along the right learning pathways, to succeed and to remain in education and training. It is important that the new youth support service increases the Personal Adviser allocation to schools/educational institutions for IAG from Sept 2008 to 3 full time PAs to support a cluster of 5 educational institutions (Schools, Colleges, Secondary Tuition Centre). This would mean an average increase of PA allocation by up to 3 times from 1 day a week to 3 days a week depending on needs of the school/educational institution. The particular PA allocation for each school will be determined by the number of young people on role, free school meals and school performance. At the same time the proposed increase in PA allocation to schools/ educational institutions for IAG must be balanced with the need to ensure that adequate PA allocation is dedicated to tackling NEETS. (EPO 10)

The Edmonton Review 44

Recommendations

EPO 1 Create and sustain the links between Children’s Centres, schools and other children’s services through the CAB and ISTs to raise attainment. Children’s centres and CASEY should also be providing enhanced advice and guidance to parents about the availability of childcare and the update of provision to ensure that working families can access childcare.

EPO 2 Continue to work with schools that need extra support to raise the achievement of young people in CAP 2, by removing them from OFSTED designation by September 2009 and rigorously appling the Enfield Improving schools framework to schools that are satisfactory to ensure that these schools are good schools by 2010.

EPO 3 Implement the School Improvement Strategy to raise attainment, narrow the gaps , develop local leaders and plan an effective and personalised curriculum.

EPO4 In order to deliver extended schools and the ECM agenda through improved partnership working between schools and agencies, particularly the voluntary and community sector. More open access, free or subsidised holiday activities on school sites and other community venues is needed to make better use of school facilities outside normal school hours for the benefit of local children, young people and their families.

EPO 5 Schools should work closely with the CAB to engage and support parents, carers and the community in helping their children to succeed.

EPO 6 Increase the 14-19 places available on additional curriculum pathways to ensure that sufficient places exist at entry and level 1/2 courses.

EPO 7 Establish three ‘Centres of Excellence’ be established for young people who have been excluded or who are NEET and economically inactive to provide these young people with purposeful activity between the hours of 3.30 and 6.00. The three centres would provide: a) sporting programmes, b) music and c) arts and drama activity and would be linked to the Olympic strategy in the first instance.

EPO 8 Ensure that the lines of learning in the new Diploma’s are available to Edmonton children through school and college provision, in line with National expectations for 17 lines of learning by 2015.

EPO 9 Provide targeted and integrated youth support for 8 to 16 yr olds, especially those at risk of under achievement, anti-social behaviour and youth offending, including alternative education provision and a programme of positive activities for excluded young people.

EPO 10 Ensure that the new Connexions or Youth Support Service offer an improved provision for all secondary schools in CAP 2 so that a Personal Adviser is available for schools to allocate students that need extra help with Information, advice and guidance on future careers.

The Edmonton Review 45

Chapter 3. Keeping People Safe

NI and LAA Targets:

NI 19 Rate of proven re-offending by young offenders – reduce to Enfield rate (tbc) NI 21 Dealing with local concerns about anti-social behaviour and crime issues by the local council and police – reducing concerns from 55.4% to 46.7% by 2009. NI 110 Young People’s participation in positive activities – targets to be confirmed. NI 111 First time entrants to the Youth Justice System aged 10–17 – target being confirmed. Ni 16 Serious Acquisitive Crime – reduce crimes from 8136 to 7486. NI30 Re-offending rate of PPOs (Prolific and Other Priority Offenders) reduction of 17% by 2009 NI32 Repeat incidents of Domestic Violence – to be confirmed.

Narrowing the Gap Challenge: Overall crime levels in Enfield have fallen by 9.8% between 2003/04 and 2006/07, but Enfield has slipped from 6th safest London Borough to 11th safest. As crime and disorder issues continue to evolve, new challenges emerge and there are key areas where there should be further improvement.

The challenge would be to close the gap in the number of: a) Street crimes (average per ward) Enfield: 280 street crimes in year to date (average56 per ward) to an average of 35 per ward b) Instances of violent crimes (average per ward), from 102.2 per ward to 67 whilst reducing the figure overall to below the Enfield average.

Street Crime (Average per Ward) Violent Crimes (Average per Ward) (April 2008 to 12 October 2008 Source: Metropolitan Police) (April 2008 - 12 October 2008 Source: Metropolitan Police)

All Enfield All Enfield

CAP 2 Area CAP 2 Area

0 102030405060 0 20406080100120 Enfield: 1423 violent crimes to date (ave 67.7 per ward). CAP2: 511(ave 102.2 per ward) Enfield: 744 street crimes in year to date (ave 35.4 per ward). CAP2: 280(ave 56 per

3.1 What do we know about Edmonton / CAP 2?

The Safer Neighbourhoods Teams have made a significant contribution to the reduction in overall crime for the fourth successive year. A key part of their work is the organisation of ward meetings, Community Action Partnerships in Enfield (CAPEs), to consult local residents. They enable Police, the Council, partnership agencies and community members to come together and work out problems and solutions between them. They are also effective in reducing residents’ fear of crime. Enfield Crime Reduction Implementation Team (ECRIT) have set aside funds to run a small groups programme for voluntary and community sector groups to support the community cohesion agenda in Enfield.

The capacity of the Public Safety Monitoring centre in Edmonton has been increased and now includes alarm monitoring as well as CCTV coverage. Additional capital funding has been secured to extend CCTV coverage to town centre and to introduce an Automatic Number Plate Reader system. During the year, arrests from incidents monitored passed 1000.

Enfield’s Alcohol Harm Reduction Strategy has been commended and the work that is delivering the strategy was selected by the Home Office as the only UK best practice submission to the European Crime Prevention Network Conference in Finland.

A unique scheme involving over 20 Edmonton locations including businesses, police stations, shops and libraries helps children and young people who may have a momentary fear while travelling in and around Enfield. Designated as Community Help Points (CHPs) these locations provide safe havens for young people who feel threatened or need help in any way. Any young person who is a victim of crime or bullying or who may be lost or just simply feel vulnerable can seek help, guidance or support where they see the CHPs sign.

The Edmonton Review 46

The Safer and Stronger Communities Board (SSCB) is a statutory partnership with responsibility for developing a co-ordinated approach to make Enfield a safer place. The SSCB carries out an annual strategic assessment of community safety in Enfield using data available to the whole partnership and taking into account the views of local people.

Residents across Enfield were invited to 3 public events where they were asked to identify their top five priorities for the future out of a list of 18 specific areas of work with the highest priorities in order being:

• Gun and knife crime • Youths as victims and offenders • Positive activities for young people • Street crime (Robbery, pick-pocketing) • Violent crime • Anti-social behaviour • Drug related crime and misuse • Safer transport

The SSCB has considered outcomes of all its consultation when agreeing its strategic priorities and identifying its key targets for delivery. It is worth noting that the consultation in Edmonton took place in the wake of tragic killings, which took place in the vicinity. Fear of violence was raised as a key concern and continues to be high on the public agenda.

Having taken national, regional and local demands into account, the SSCB have identified the following areas as strategic priorities in the Partnership Plan 2008/11:

• To further reduce crime and the fear of crime • To reduce anti-social behaviour and further reduce perceptions of anti-social behaviour • To reduce the harm caused by substance misuse – drugs and alcohol • To reduce first time entrants and repeat offenders into the criminal justice system • To reduce young people as victims and offenders • To co-ordinate communication to residents and stakeholders on crime, anti-social behaviour and substance misuse.

The Safer and Stronger Communities Board (SSCB) has also put in place a Community Strategy which sets out the following priorities which have shaped the work of the Council, the Metropolitan Police and our Partners to ensure that Enfield is one of the safest Borough’s in London.

ƒ Public Reassurance: consult with our communities to ensure that the partnership tackles issues of local concern such as anti-social behaviour and environmental crime. ƒ Safer Streets: our streets and public spaces feel safe and be safe. ƒ Safer Communities: protect people in their homes and protect those who are most vulnerable in our community. This will involve tackling hate crime, domestic violence, harassment, racial harassment, homophobic crime, crime on people with disabilities and learning difficulties and burglary (including distraction burglary). ƒ Safer Travel: reduce still further the number of people killed and seriously injured on our roads. We will also ensure that our public transport systems are safe and free from crime and disorder. ƒ Safer Children: prevent offending and victimisation amongst young people. We will also work with all relevant agencies to tackle risk factors underpinning youth offending and victimisation. ƒ Drugs; prevent our young people from becoming tomorrow’s problematic drug users. We will reduce the supply of illegal drugs. We will reduce drug-related crime and its impact on our diverse communities. We will reduce drug use and drug related offending through treatment and support. We will reduce drug-related death through harm minimisation. ƒ Alcohol: minimise the damage caused to our community by alcohol abuse through better education and communication, combating alcohol-related crime and disorder and reviewing treatment services.

These priorities are just as important today as they were in 2005 and in some cases they have become more important, especially the priority regarding safer streets and safer children. Many children and young people indicated that they generally feel safe as they move around the Borough and go about their daily business. However in Edmonton it is quite a different story where many young people have highlighted their concerns and anxieties. With a very few exceptions, children and adults interviewed feel unsafe or

The Edmonton Review 47 perceive the community to be unsafe in Edmonton. Isolated events of extreme and violent crime has raised anxiety, often by the media, and the extreme is now taken for granted.

Crime data

Many children and young people interviewed have had difficulties coming to terms with the extreme violent crime in the area and interviewees explained that many pupils know, or are related to, victims of crimes including recent the recent murders in Edmonton. These young people see their personal safety as being at risk from other young people, from neighbouring Boroughs, from other postcodes within the Borough and local community. Although many have been the victims of bullying, robbery and assault, and a few are involved with the local gang culture. Many of these young people live in difficult domestic situations and have complex needs educationally and emotionally.

What do the Metropolitan Police crime statistics tell us about the nature of the crime in Edmonton? Fig 2 below indicates the nature of the criminal activities in CAP 2 and compares the figures between 2007 and 2008.

Fig 2 Crime rates per 1,000 residents and Percentage change on previous period: 2007-08 and April to August 2008: Metropolitan Police figures

Edmonton Lower Upper Enfield Metropolitan 2007-08 Haselbury Jubilee Green Edmonton Edmonton Total Police Total Burglary 19.8 13.1 13.0 14.3 19.8 13.1 13.0 Change 37.2% 4.4% -19.5% 5.2% 30.1% 0.2% -2.8% Criminal Damage 18.3 12.5 11.2 15.5 19.3 12.9 14.0 Change -8.6% 16.1% 9.8% 11.3% 12.1% -0.7% -9.3% Drugs 18.0 8.1 9.8 9.0 13.2 8.0 9.4 Change -8.4% -9.9% 45.5% -3.3% 41.0% 17.9% 34.2% Fraud or Forgery 3.6 1.9 1.8 3.8 6.2 2.9 4.5 Change 8.2% -24.3% 15.0% 60.2% -38.2% -13.6% -15.9% Other Notifiable Offences 2.2 1.4 0.7 1.3 2.2 0.9 1.4 Change 43.4% 11.3% -10.4% 100.0% 60.0% 12.5% -0.7% Robbery 10.5 7.2 3.0 4.7 8.8 4.3 4.9 Change 31.5% -9.6% -32.7% -15.8% 32.4% -12.2% -17.6% Sexual Offences 1.1 1.2 1.0 0.8 1.1 0.8 1.1 Change -18.7% 41.0% 117.4% 11.3% 45.9% 6.5% -4.3% Theft and Handling 44.0 22.9 19.8 30.9 58.1 30.1 44.5 Change -3.6% 0.9% -1.9% 26.0% 3.1% -1.5% -7.2% Violence Against the Person 28.8 14.8 12.0 23.3 26.2 14.8 23.3 Change -25.4% -32.9% -32.8% -10.3% -3.5% -19.8% -3.9%

Edmonton Lower Upper Enfield Metropolitan Apr-Aug 2008 Haselbury Jubilee Green Edmonton Edmonton Total Police Total Burglary 6.2 6.1 5.4 5.0 8.1 5.3 5.1 Change -31.1% 61.6% 14.5% 5.1% 17.6% 9.1% -2.7% Criminal Damage 8.1 4.6 6.2 7.7 8.4 5.6 5.8 Change 22.1% 10.0% 12.5% 7.9% 8.7% 6.7% -5.5% Drugs 10.8 2.9 2.6 3.2 8.0 3.2 4.0 Change 66.3% -19.2% -48.6% -2.4% 80.2% 3.9% 7.0% Fraud or Forgery 1.6 1.0 0.8 1.3 6.1 1.7 2.2 Change 60.6% 7.2% 0.0% -20.3% 81.9% 41.7% 19.9% Other Notifiable Offences 0.9 0.2 0.4 0.3 0.5 0.4 0.6 Change -13.1% -56.3% 153.3% -17.9% -38.6% 5.3% 6.9% Robbery 2.6 1.9 2.3 1.6 2.5 1.5 1.8 Change -49.4% -42.9% 66.7% -41.0% -24.5% -20.8% -17.0% Sexual Offences 0.5 0.4 0.2 0.6 0.7 0.4 0.5 Change 15.0% -25.5% 87.5% 71.9% 9.8% 18.8% 12.8% Theft and Handling 22.2 8.3 8.9 11.8 25.4 12.1 17.9 Change 24.5% -17.9% -16.5% -14.8% 8.0% -5.2% -7.1% Violence Against the Person 13.5 8.0 7.5 8.6 10.8 6.5 10.5 Change -1.9% 29.0% 18.1% -8.4% -9.1% -1.5% 3.8%

The figures above demonstrate that there is a mixed picture when it comes to crime performance in Edmonton. Violence against the person, which has been the main focus recently due to some tragic incidents, actually saw significant falls across Edmonton (and the whole of Enfield) in 2007-08 and for the most part this year to date also. However, Acquisitive crime and in particular burglary has see rises over the same period. Looking at Edmonton in terms of the crime levels per 1,000 residents, the wards of Haselbury, Jubilee and Lower

The Edmonton Review 48

Edmonton all have crime levels that are around or below the Borough average (and therefore below the Metropolitan Police average). However, Edmonton Green and Upper Edmonton are generally higher than both the Borough and Metropolitan Police average although it must be noted that both of these wards including sites such as shopping areas and transport hubs which generally increase ward crime levels as they bring more people into the specific area. The recent murders in Edmonton have overshadowed the excellent reductions in serious crime which has created a perception that Edmonton is an unsafe place. This perception often prevents young people from engaging in normal everyday activities and generally enjoying their childhood. Some young people who are anxious about the daily journey to and from school and once home do not go out unless accompanied by an adult or older family member. At the other extreme, the fear of becoming a victim of serious crime has led to some young people wearing body protection jackets to school.

In addition a recent leisure survey undertaken in April 2008 attempted to get further information that underpins these concerns and asked young people - what does make them feel safe when they are out and about? Naturally, most respondents feel safer when out and about with other people. 27% felt safest with their parents, 14% with others, 13% with family in general, 12% with friends, 6% with grown-ups and 2% with teachers. Many respondents feel safer when in a group of people. The need to group together to feel secure can fuel the fear in others that gangs are increasing and all groups of young people can be labelled as being part of a gang. Police presence made 15% of respondents feel safer. The other category included safety alarms, CHPs signs and carrying a mobile.

In a separate question 21% of respondents reported that they felt unsafe when out and about due to gangs in the area. A further 11% felt unsafe due to recent violent crimes in the Borough.

Gangs and Preventative Work Around Gangs20 & Peer Groups

There are many myths and misconceptions about what gang activity is, especially in the Edmonton area where many residents and some professionals use this term in a very loose way to describe groups of young people in the area. The reality is that, like other urban areas, there is a continuum of social relationships from peer groups; through street gangs and group offending, to organised criminal activity, the latter composed principally, in Edmonton of young adult men. Often ‘street’ terminology relating to gangs provides an ethos, which promotes the grouping together of young people around, for example, territory, wearing of colours, ethnicity, religion, gender and age. In the Edmonton area there is a strong relationship to the geographical area around the two principle post codes N9 and N18 and groupings of young people are perceived to be controlling these areas in relation to young people, their movements and their relationships. Young people may join gangs for a variety of reasons: fear and intimidation; security, sense of identity; friendship; food and shelter; ‘street family’ support; notoriety; social recognition, alternative source of status and ‘success’, family precedent, personal protection, lifestyle ‘brand’ linked to culture; or visible wealth. Involvement in groups may be transient or, where based on fear, more exclusive and sustained; there is also movement of individuals up or down the ‘hierarchy’. A gang can be a group of three or more people who have a distinct identity and commit criminal or anti-social behaviour as part of that identity. Usually, a gang member is someone who has identified themselves as a member of a gang and this is corroborated by police, community, etc. Young people can often be involved in peripheral involvement or be a gang associate - someone who offends with gang members or who is associated with gang members by police, community, etc. (includes someone who has expressed a desire to be a gang member).

In Edmonton gangs and gang-related activities are never very far from the local headlines, although it has to be remembered that they directly involve only a small minority of young people. Often their influence, however, can be more extensive, especially in communities

20 Many aspects of above are captured in leaflet aimed at professionals “Challenging Inappropriate Peer Groups & Gangs” A Toolkit For Delivery. This outlines what interventions are available, how to access and a brief synopsis.

The Edmonton Review 49 and local geographical areas, as in Edmonton. The Local Police are very well aware of the issues created in Edmonton and they work closely with partnerships of schools, Children’s Services and young people and their support groups. The Police working with a variety of agencies identified above have introduced a wide variety of programmes and activities to respond and deflect young people away from gang involvement21. These programmes include:

ƒ LEAP programme Resolving Group Conflict Multi agency delivery team (Safer Schools, YOS, LBE BSS, YSS, ASB Team) have been trained to deliver programmes which focuses around territory, power and revenge. Craig Park Youth Centre: 6 weekly sessions with core group of 18 young people. Targeted following fatal stabbings of two young adults nearby. Following pilot evaluation aim to target work with YOS clients, PRU and other targeted areas.

ƒ Be Safe - Weapon Awareness talks. These presentations focus on raising awareness around weapons, arming / carrying, self- defence and injuries. The scheme is being piloted at 2 Primary schools in Edmonton (Years 5/6). All schools are holding parent awareness sessions prior to pupil delivery 4 parent sessions delivered. Additional sessions being delivered in YOS and a secondary setting.

ƒ Family Group Conferencing Training of a multi agency team (YOS, Safer Schools, PSS), to deliver key parenting work around challenging behaviour and awareness to Gang / Peer Group behaviour. The programme is being delivered and was started in April 2008.

ƒ Wellingborough Prison Current offenders attending 12 schools including PRU, to obtain a real insight from first hand experience into life, negative spirals of offending / relationships. It is also anticipated to take groups of young people to Wellingborough prison over next coming months.

ƒ Community Awareness Initiatives. In 2007 leaflets were written, designed and produced for young people and families around Robbery including personal safety advice and Knives & Offensive Weapons including Stop & Search. These have been translated into 6 other languages. Presentations are being delivered at: 4 Mosques and a Community Leaders Conference.

ƒ Community Help Point Scheme (CHPS) An on-going campaign aimed at pupils, raising their awareness re the benefits and availability of premises within their areas. Direct result of consultation with young people around their fears and concerns.

ƒ Mothers Against Violence Presentations being delivered by bereaved parents whose siblings have been killed as a result of Gang / weapon enabled crime. This is being delivered in a local secondary school.

ƒ Gang Assessment Tool To train services to utilise a screening tool to identify young people current engaged in gang participation or on the periphery. To then refer to the projects outlined above or for YISP referral.

The Safer Neighbourhoods Team will be continuing work targeting parents and seeking further opportunities to engage with, present to and educate in all communities.

Safer Schools Team

The committment of Enfield Police to schools is a long standing one over several years, developing from the 6 officers in a youth and community section into the current allocation of 13 Safer Schools Officers. Enfield has the second highest number of secondary schools in London, and all 18 of these have a nominated officer with 7 schools having an exclusive officer. These 7 schools are chosen by the DCSF, and the extra 6 officers provided by Enfield Police to deal with youth matters shows a real committment to youth issues, and a

21 Many aspects of the work the Police are involved in are captured in leaflet aimed at professionals “Challenging Inappropriate Peer Groups & Gangs” A Toolkit For Delivery. This outlines what interventions are available, how to access and a brief synopsis.

The Edmonton Review 50 clear indication of the emphasis that the Council and Enfield Police give towards youth crime, and its prevention.

Much of their work is around early intervention and prevention, underpinning many of the principles within Every Child Matters, notably "being safe" and "making a positive contribution". This requires a close working partnership not only with the school, but the ever-increasing wider school community including those Parent Support Advisors where present, Education Welfare Officers and school pastoral support structures.

All officers have undergone "enhanced CRB checks" and have an array of added skills equipping them to work with youngsters with a range of complex needs. These include the ever effective "Restorative Justice" practice, utilising reparative processes when bringing young people and their families together to resolve minor incidents of anti social behaviour and crime. There have been very positive examples around bullying and the methodology and ethos of restorative justice have been adopted by some schools or small teams within schools. An additional bonus is the training of all the Safer School team around anger management. By far the largest contributor to conflict and incidents both in and around schools. Both of these processes empower the more vulnerable youngsters and require close work with schools, the youngsters and their immediate families.

An added strand is around education, equipping children and young people with the knowledge to become law-abiding citizens as well as being acquainted with their rights and responsibilities. Messages cover personal safety on the street, on public transport and personal property. Drugs, including its legality and the law covering Stop and Search and Citizenship, including robbery, offensive weapons and anti social behaviour. During 2007 the team piloted "Jenny's Story" tackling Internet Safety promoting the positive aspects of the world wide web but also highlighting the dangers of chat rooms and meeting strangers. Messages delivered in schools concerning knife, gun, and drug crime and also Homophobic bullying have also been delivered across the Borough.

Recent research by the Joseph Rowntree Foundation has found that the greatest causal link to youth offending and involvement in gangs is educational failure followed by family conflict and negative peer pressure. Clearly these issues are all prevalent in Edmonton and need to be tackled urgently to reduce the negative impact of anti-social behaviour and crime. The Safer school unit obviously has a key role to play in working closely with schools to identify, detect and deter young people from engaging in this type of behaviour. It is crucial that prevention and early intervention remain as a high priority for both the local authority and police. To assist in this the Youth and Partnership Unit is committed to supporting the Children's Area Partnerships and Integrated Support Teams, and have Police officers sitting on both the CAB’s and the IST’s. The unit will support the priorities of the four Areas and through this will deliver on the other targets listed as priorities within both the local authority and the police.

Police response – Police Youth Strategy and diversionary activities

A major strand of the Police Safer Schools Team work is the interaction with numerous agencies around Youth Diversion, a successful method of engaging and supporting young people. The vast majority of these schemes are currently funded by the SSCB, again emphasising the current commitment of Enfield police to youth crime.

This commitment has seen the number of schemes available expand to every holiday and become even more targeted. This summer 220 young people were identified, 80% through need, through school officers linking with school based Parent Support Advisors (PSA), Educational Welfare Officers (EWO) as well as external agencies YOS, voluntary sector and Safer Neighbourhood Teams. See Appendix 5.

Whilst all of the trips act as a diversionary tactic for some, the effective work comes about by providing informal opportunities for PSA's, EWO's, school staff and officers to work with individuals giving them confidence and self esteem to attend school, so improving their attendance rates and performance. See Appendix 5.

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Community Safety

The Crime and Disorder Act 1998 placed a statutory responsibility on the Police and the Council, as responsible authorities, to deal with crime and disorder in the Borough. This responsibility has subsequently been extended to include the Fire Brigade, Enfield Primary Care Trust and the Metropolitan Police Authority through the Police Reform Act 2003.

In 1999 the Crime and Disorder Partnership Board (CDPB) was formed with leading representatives from these authorities as members. This membership was further extended over the years to include representation from the Probation Service, Enfield Community Empowerment Network (ECEN), Enfield Racial Equality Council (EREC), Enfield Community Police Partnership (ECPP), Barnet, Enfield and Haringey Mental Health Trust (BEHMHT), Registered Social Landlords (RSLs) and the Local Criminal Justice Board (LCJB). The chairing of the Board alternates annually between the Chief Executive of Enfield Council and the Borough Police Commander.

With the development of the Comprehensive Performance Assessment (CPA) the role of the CDPB was extended and included reduction of crime and fear of crime, reduction of anti- social behaviour, drugs, alcohol, accidents including fire and road safety and civil contingency planning. The Board is now called the Safer and Stronger Communities Board (SSCB). The SSCB draws together the information for the Partnership Plan and oversees the delivery of the agreed actions. The Partnership has been recognised for its commissioning processes, which involve local communities in both commissioning and delivery of projects to achieve its aims.

A joint tasking process called Street Action For Enfield (SAFE) allocates partnership resources to address emerging issues in identified areas. This might involve use of extra patrols for enforcement or reassurance, use of technical resources like CCTV or home security, or commissioning positive activities for young people. The tasking includes co- operation from the voluntary sector through groups like Street Hawks and Street Pastors and Neighbourhood Watch. We also share information and gain co-operation with local neighbourhood residents through Community and Police Action for Enfield (CAPE) meetings.

The partnership benefits from a significant investment by the Council in the provision of additional Police personnel, who support the Police Safer Neighbourhood Teams in making Enfield a better place to live.

The SSCB recognised that a major concern of local residents is security in some of our Parks and open spaces in the area. To allay these concerns the Council in partnership with the Metropolitan Police, have introduced the Safer Neighbourhoods Parks Unit (SNPU). The unit currently operates 7 days a week from 10am to 10pm. Work is currently underway to review the effectiveness of the service.

The Estates Unit (SNEU) operates across the housing estates in Edmonton and operate similar hours to the parks unit, but have less staff. The aim of this team is to provide a visible presence in the estates to deter ant-social behaviour and to enables residents to feel more secure. The Council is exploring ways, once again, to ensure the service meets the demands.

3.2 What is your view of what is currently happening in Edmonton and why?

Despite the many examples of proactive work undertaken by the Council, the local Police and others to reduce crime and the fear of crime many of those interviewed indicated that crime is a reality, not perception. With first hand experience of crime, young people and their families feel it is real. Young people said that it is part of the local Edmonton culture to fight – between cultural groups, neighbourhoods, local groups and schools. The perception is that there is easy access to knives and guns and this is seen as a necessary means of protection.

Many young people indicated that gangs and groups of young people are becoming a part of everyday life and their activity is seen to be escalating in Edmonton. The CAP 2 Primary

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School Council highlighted gangs as one of the defining features of CAP 2. Some adults perceive gang activity to be a result of community tension, rivalry, and an eagerness to establish a “pecking order.”

After experiencing vandalism and other crimes, schools have introduced high-level security measures to establish a safe environment. Children and young people say they feel safe in school but not always on the streets. They feel safe in their homes but not outside. In addition many primary age children say there is nowhere to play in safety, especially in the holidays and weekends. Many parents say they are frightened to let their children play on the streets and in the parks, especially where there are few adults to supervise the activities. Many recognise that the Parks Police do a good job in patrolling the area but also recognise the limitations of the number required to enable residents to feel safe.

Drugs are perceived to be a real problem but it seems to be a lower priority now there is an perceived increase in knife and other violent crime. Residents claim that drugs are used quite openly in streets and parks and paraphernalia is left behind. Primary schools face problems with drug using parents who have mental health problems. Older primary school children are aware of drug use but do not want their parents to know, they know.

Older young people say there is nowhere to go and many are anxious to go out on their own. Generally, adults and children feel it is much more hazardous in the night time than in the day. During the interviews they reported areas where they felt less safe, such as parts of Silver Street and, for some, the underpass at the Great Cambridge roundabout. One school located south of this roundabout no longer allows staff to walk with the children to Millfield for fear of antagonism from older young people in the underpass. These areas are all well known to the Police neighbourhood teams and are therefore patrolled frequently.

All young people interviewed said they had been threatened, often for no reason and with physical size as an intimidating factor. In one school two 15 year olds explained that they had been mugged and mobile phones taken, as though this was a matter of course. Adults and some young people describe fear of travelling, especially on buses, W8 and 279 being mentioned specifically. For some, Edmonton Green Bus Station is seen as a unsafe place.

Although the Council has improved street lighting in some places, poor lighting remains a safety issue on some estates. Residents observed that where lighting is poor, attacks are more likely.

Some interviewees indicated that in their view, people no longer report crimes because they believe the Police will not act appropriately. Other residents are pleased with the presence of community police and know their presence reassures vulnerable people, including the elderly. They perceive the Police presence has decreased in some areas as the incidents (stabbings) fade into the past.

Within the curriculum, primary and the special school include work with pupils and parent groups to support them, raise awareness of “hotspots” and give them the skills to cope and keep safe. The Police contribute to this learning through activity such as the “Be Safe” campaign. Parents are invited to participate but there is often little take-up.

3.3 What can we do to improve Edmonton / CAP 2?

Identifying the solutions to the complexity of issues around safety in the community is not an easy one, and as described above, many projects and initiatives have been put into place to tackle the real and perceived problems highlighted by residents. However, there are a number of things that can be done in addition to help young people feel more secure in their community.

1. Local solutions to improve the area.

In the town centre, young people would like to see more security guards and more cameras, less dangerous parking and more older people keeping an eye on young people.

Some parents propose that, as primary schools employ school crossing patrols, secondary schools should employ staff as an authority figure, patrolling, monitoring pupils’ behaviour

The Edmonton Review 53 and ensuring safety. This should include safety for children walking to bus stops to help them feel secure.

Many interviewees believe there should be a positive Community Police presence. Greater trust could be promoted through a more positive, supportive role. They feel the local Police Neighbourhood Teams could do more to reassure local residents and communicate more about what they are doing. Many residents, especially young people, had little idea about the local CAPE and how Police resources were deployed. Further communication and preventative work should be continued in schools and parents encouraged to participate in projects and initiatives to help them support their young people and establish stronger trust and partnerships with those trying to ensure safety.

In the recent past schools, supported by the safer schools team and the Education Business Partnership (EBP) have run ‘Junior Citizenship Days’ to help young people understand the importance of good citizenship and confronting the consequences arising from risk taking or poor behaviour. Pupils would like to see more work on “Citizenship Days”, including drama activities, to help young people to be more responsible and take responsibility for their actions. (KPS 1)

2. Integrated Support Teams

As part of the Children’s Area Partnership the IST has been set up in CAP 2 to work with vulnerable young people and their families to ensure that the Council and Partner resources are focussed on crucial points in a child’s development where risk and disadvantage converge to disconnect and disrupt successful transition into adulthood. There needs to be more of a focus on identifying those children most at risk through assessing factors such as poverty, abuse, lack of proper health care, poor education, run down neighbourhoods, prejudice and discrimination. Different approaches need to be developed which do not solely focus on punishment but on early prevention and intervention. Once such intervention, identified in Chapter 1 is the family intervention project or FIP. The integrated support team should be engaged in this project and receive training to prepare them for working proactively with families to reduce risk taking behaviours. (KPS 2)

3. Introduction of Youth Engagement Panel

It is important to engage young people in helping to create a safe environment on the streets of Edmonton. Many interviewees indicated that it would be helpful to create a panel of trained young people from black and minority ethnic (BME) communities, including those who are NEET or clients of the YOS, to act as a source of advice and guidance to the police, the Council and to their own communities. Offering advice, support and guidance, signposting to other services, third party reporting of crime and to gather information and intelligence. The introduction of the Youth Engagement Panel should be supported by the SSCB to ensure communication is improved and community tensions can be recognised and defused. The Police have developed an outline of a Youth Engagement Panel which has been supported by the Housing associations and Registered Social Landlords. This new service would engage with young people within hard to engage communities by offering reflective service enabling empowerment, peer mentoring third party reporting of crime, consultation and to gather intelligence to to prompt changes to policing policy. The costs of the programme is expected to be around £41,000 with £15,000 already being contributes from the Housing Associations. (KPS 3) This area is also being scrutinised by the Council through a sub-group of the Children and Young People Scrutiny Panel. It is expected that further recommendations will emerge from this investigation.

3. Tackling Gangs and related behaviour.

Because of the myths and misconceptions surrounding gang cultures and peer groupings it is important to plan effectively to avoid young people being stigmatised for seeking a safe haven in a group. The SSCB should identify a subgroup of representatives from the Children’s Area Partnership Board, the Youth Support Service, the Youth Offending Service and the Police to put in place a plan to tackle the perceived gang activity in the area. (KPS 4) The components of this plan should be devised using the following headings:-

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A. Understanding the problem The first step is to make an initial assessment of the situation in the area by: • agreeing a definition of a gang • looking for sources of information that can provide early indications of gang activity, including websites and graffiti. Young people should be engaged to help by mapping the area and its hotspots, perhaps by commissioning specialist support. Obvious sources of information should be sought, including:-:

• community groups • Health services (North Middlesex A&E department) • schools and education welfare. B Planning the response The partnership should bid to the Enfield Strategic Partnerships and Local Area Agreement for further funding to improve the delivery of such a plan. Involving the business sector can bring mutual benefits. The business sector can contribute sponsorship or training and employment opportunities for example. The voluntary sector can be valuable particularly for links to BME groups and because they can deliver to hard-to-reach parts of the community.

This type of partnership can then collaborate on specific projects or provide data including: • Targeting benefit fraud by gang members • Focus on gang members that commit vehicle offences • Communication between agencies, for example the PCT and Police, when gang members report injuries to hospital and not police • Police and other agencies targeting gang members' homes as a tactic to encourage members to leave gangs.

Partnerships must be supported with effective information sharing, which will require confidence to use powers given by the law and challenge partners reluctant to share information.

C Preventing gang membership The partnership could also build upon successful initiatives already in place to help young people to become gang members by utilising the following range of possible interventions: • getting young people off the streets by increasing the range of activities available for young people • targeting siblings of gang members because they are at particular risk by completing common assessments and referring to the integrated support teams. • delivering partnership activities in schools – junior citizenship days, risk aversion programmes • providing diversionary activities to young people at risk of being involved in, or being victims, of crime – see Chapter 5 • using restorative justice approaches to prevent disputes escalating into violence • alerting parents to signs of gang involvement.

D Devising exit strategies Part of supporting gang members to leave gangs is managing the risk they pose. Risk management procedures currently being used in Enfield include: Prolific and other Priority Offender (PPO), Multi-Agency Public Protection Arrangements (MAPPA) and procedures specifically adapted for gangs.

Possible interventions include:

• targeted work with convicted gang members and those moving through the criminal justice system - this often uses a combination of enforcement with services to support gang members under orders to leave gangs • through the Youth Support Service and YOS mediation and transformation services - used to negotiate cessation of hostilities and prevent extreme violence programmes for young people to voluntarily engage with • information provided direct to gang members, their families, communities and professionals - anyone who has concerns about gang or youth related crime

• re-housing gang members outside gang territory to make it easier for them to leave the gang.

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E Targeting gang members There are tactical options available to disrupt unlawful gang activity, which should be used in conjunction with covert police activity. What is critical is that the partnership should consider the widest range of partnership tactics, and the full range of possible partners, including:- • using the Dangerous Dogs Act 1991 to seize and prosecute owners • carrying out a full environmental survey with the Local Authority and housing providers • liaising with Housing Associations to set standards of behaviour linked to tenancy agreements • regularly visiting licensed premises being used to conduct gang business activities • seizing vehicles if used without tax or insurance.

F Reassuring the community The partnership should communicate with the community to help reassure the residents that everything is being done in Edmonton to reduce the impact of gangs and gang related activity. The group should consider:- ƒ who the community is - who they are and how they receive information ƒ what different groups want to be reassured about ƒ who is best placed to provide the reassurance that people want. ƒ target areas as well as groups, and be specific about interventions relating to that area ƒ work with an independent advisory group from the community ƒ deal with critical incidents quickly - the 48 hours after an incident are crucial ƒ work with the media to ensure they are part of the solution, rather than part of the problem.

The plan, based on the strategy outlined above should be led by the SSCB highlighted above and should include:- • increased investment of more than £300,000 in youth diversion programmes over the next financial year. • increased parenting classes and a possible 'hotline' for parents who are concerned about their children • a specialist outreach team to work with hard to reach young people • extended opening for youth centres, particularly at evenings and weekends a new intelligence gathering unit with the police • extension of restorative justice programmes, which have already been successful at keeping young people from getting back into crime • measures to help those not in training, education or employment to move into the workplace and get skills to set them up for life In creating the action plan the SSCB and Partners should conduct extensive consultation with Police and the community and also take into consideration the findings of the Council Young people’s Life Chances Scrutiny Commission set up to investigate the causes of violent youth crime and to plan a way forward based on the evidence. (KPS 4)

4. Weapon Awareness Programme.

Many young people that had been interviewed spoke about their concerns about the carrying of weapons, in particular knives. Some had gone to the extreme of investing in stab vest type garments to reduce their potential for being seriously injured should they become a victim of knife crime. To reduce this fear and to encourage young people not to carry weapons a programme for young people , within their PSHE programmes in schools should be dedicated to a weapons awareness programme. This programme should build upon the Be Safe programme being piloted in two primary schools in Edmonton. This programme should focus on raising awareness around weapons, arming / carrying, self-defence, injuries and the consequences associated with carrying weapons. All Edmonton schools should holding parent awareness sessions prior to pupil delivery. Consideration should be given to the Police and Community Support Officers extending these programmes to youth centres and other sites where young people congregate. (KPS 5)

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Recommendations

KPS 1 The SSCB and ECSL should work with the CAB, Police and other agencies to deliver a programme of Citizenship Days in CAP 2 to cover all schools over the next 12 months.

KPS 2 The Integrated Support Teams should work with the Family Intervention Programme, when established, to work proactively with families to reduce risk- taking behaviour.

KPS3 The SSCB should support the introduction of the Youth Engagement Panel to ensure communication is improved and community tensions can be recognised and defused.

KPS 4 The SSCB should identify a subgroup of representatives from the Children’s Area Partnership Board, the Youth Support Service, The Youth Offending Service and the Police to put in place a plan to tackle the gang activity in the area. The plan should also include:

• increased investment of more than £300,000 in youth diversion programmes over the next financial year. • increased parenting classes and a possible 'hotline' for parents who are concerned about their children • a specialist outreach team to work with hard to reach young people • extended opening for youth centres, particularly at evenings and weekends a new intelligence gathering unit with the police • a network of Police Officers to support primary schools • extension of restorative justice programmes, which have already been successful at keeping young people from getting back into crime • measures to help those not in training, education or employment to move into the workplace and get skills to set them up for life

KPS 5 The SSCB should targeted work on knife crime and knife awareness through a weapons awareness programme for schools and other at risk groups of young people.

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Chapter 4. Community Cohesion/Development

NI and LAA Targets:

NI 1 % of people who believe people from different backgrounds get on well together in their local area NI 2 % of people who feel that they belong to their neighbourhood NI 5 Overall/general satisfaction with local area NI 118 Take up of formal childcare by low-income working families

Narrowing the Gap Challenge: The Enfield Strategic Partnership works towards equality of opportunity for all and devotes its energies and resources to the achievement of this aim. The Partnership does not discriminate on grounds of age, colour, disability, ethnic origin, gender, HIV status, immigration status, marital status, social or economic status, nationality or national origins, race, faith, religion or belief, responsibility for dependants, sexuality, trade union membership or unrelated criminal conviction. It promotes equality of access and opportunity for those within our community who may suffer from unfair treatment on any of these grounds including those disadvantaged through multiple forms of discrimination. Organisations represented as Partners of the Enfield Strategic Partnership have a commitment to the principles embodied in this statement, and the implications for their service users and disadvantaged groups within Enfield’s community.

The challenge would be to close the gap in the number of: a) Increase the % of people that agree the local area is a place where people from different ethnic backgrounds get on well together from 63.5% to 64% whilst improving this figure for all residents .

To w hat extent do you agree that your local area is a place where people from different backgrounds get on well together? (Residents' Survey Question 2007)

All Enfield 653 respondents

CAP 2 Area 88 respondents

63.2% 63.3% 63.4% 63.5% 63.6% 63.7% 63.8% 63.9% 64.0% 64.1%

4.1 What do we know about Edmonton / CAP 2?

Community Cohesion in Enfield is about building a strong Borough, a place which residents can identify with and feel proud of, and where people from all different backgrounds feel valued and can develop positive relationships with their local community; relationships which stimulate a sense of belonging and help people to feel at home. (Enfield Community Cohesion Plan – 2007-09)

The Council’s commitment to community cohesion is based on the Local Government Association (2004) definition of a cohesive community:

• There is a common vision and sense of belonging for all communities • The diversity of people’s different backgrounds and circumstances are appreciated and positively valued • Those from different backgrounds have similar life opportunities • Strong and positive relationships are being developed between people from different backgrounds, in the workplace, in schools and within neighbourhoods

In addition schools have a specific duty, under the Education and Inspections Act 2006, to promote Community Cohesion through three main areas:

• Teaching, Learning and Curriculum • Equity and Excellence • Engagement and Extended Schools

Edmonton is a very diverse place, but generally there are examples of communities working side by side and where everyone is able to feel valued and respected. The obvious example of this is in our schools where young people work together, get along and respect the needs of other community groups. Inspection evidence confirms that schools are good and

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outstanding in Edmonton in this respect. But this is not to say that the vision we describe above is a reality for every resident. Outside of school the community feels very different and is often described as being a collection of communities rather than an ‘Edmonton Community’. Residents, both adults and young people, do not always see themselves as part of a cohesive community.

As Chapter 1 indicates Edmonton is a very diverse community with the following characteristics which relate to young people:

• At mid-2005 the population was estimated to be 280,500 (according to the Office for National Statistics) making Enfield the 6th largest amongst the 32 London Boroughs. • Enfield has a large population of both 0-14s and older people in comparison to the rest of London. The child population is also large compared to the national average. • In CAP Area 2, a smaller percentage of the population is of White British ethnicity when compared with Enfield as a whole. Conversely, in CAP Area 2, a larger percentage of the population assigns itself to the categories of Black Caribbean and Other, Other Black African and White Other ethnicity. • Schools in the primary and secondary sectors in CAP Area 2 have a larger percentage of children with English as an additional language than those in the Local Authority, Outer London and Nationally. The difference is more pronounced in the primary sector, which is 15.1% above the Local Authority average. • Over 82 different languages or dialects are spoken in Edmonton Schools.

The diagram below indicates the ethnic composition of the Edmonton area. Dia 4:1

The Council continues to assess community cohesion and seek the views of residents to assess its progress in Edmonton. There are significant issues in this particular community that, if tackled urgently, will ensure that our many communities feel part of the ‘Enfield’ or ‘Edmonton’ Community. Enfield has taken a very positive approach to tackling Community Cohesion and has identified the need to work with all of its communities. A recently best value review confirmed that across Enfield 79% of residents agreed that Enfield is a place where people from different backgrounds get on well together. The following diagram shows how the Council has placed Community Cohesion at the heart of its strategic approach with the Enfield Strategic Partnership playing a leading role in engaging partners to work together to improve Community Cohesion.

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The Enfield Strategic map of community cohesion

The Enfield Community Cohesion Strategy sets out a number of aims to ensure that community cohesion is addressed by all Council and partner agencies working across the Borough.

Aim 1 Democracy - To create a Borough where local people play an active part in civic and community life, and contribute to local decision making. Aim 2 Opportunities for bringing people together - To create a Borough where local people of all ages and backgrounds have opportunities to mix together. Aim 3 Investing in our future - To create a Borough where local people have learning opportunities and feel there are good future prospects for them. Aim 4 Safer communities - To create a Borough where local people feel safe and are safe. Aim 5 Promoting community cohesion - To create a Borough where the Council acts as a community leader and promotes Community Cohesion in all it does.

4.2 What is your view of what is currently happening in Edmonton and why?

Using the LGA’s Community Cohesion themes, how is Edmonton doing in progressing towards a cohesive community, from the interviewee’s perspective?

A. There is a common vision and sense of belonging for all communities There were significant differences in opinion expressed when discussing this issue. Many believe Community Cohesion is a high priority and that if this was addressed successfully, the area would improve and problems such as gangs, crime, and vandalism would be reduced. Some young people, school staff and parents believe lack of coherence is a perception, rather than reality and is fuelled by the media. School staff see children accepting and valuing difference and most schools create a coherent community in which all are valued and welcomed. Unfortunately, some adults feel that there is little or no cohesion in their communities, expressing this in statements such as “No longer a community – more a group of communities”; “Selfish society”, and “5 years ago people cared/shared in community”. “This is the change.”

B. The diversity of people’s different backgrounds and circumstances are appreciated and positively valued Many residents and interviewees feel that the lack of cohesion is a class rather than a race issue. Others believe there is racism and racial tension. Some believe the British are naturally cautious. It is acknowledged that those newly arriving from other countries have differing understandings of what a community is and should be. The area is multicultural but

The Edmonton Review 60 divided due to lack of understanding, often exacerbated by difficulties in communication. No one could explain how or whether newcomers are welcomed on arrival. One adult believes we should learn from Americans and establish our first loyalty to the country where we live, whilst acknowledging the huge importance of ethnic origins.

Some adults perceive gang activity to be a result of community tension, rivalry, and an eagerness to establish a “pecking order.” They see tension between racial groups and no sense of belonging as a result of constant mobility. Children know they have very different experiences from their parents so think parents don’t understand what young people are going through. One young person was adamant that “New families aren’t the problem, we need to separate the issues. Communication is the issue rather than cohesion .”

Another view was that some of the families in most need are frequently moved. They may be in Edmonton for only a short time, have no opportunity to develop a sense of community and are then moved on. This may lead to properties falling into disrepair or having possessions left by a previous occupant left outside the property. The new tenants may be unaware of how to have this removed. This increases a sense of a rundown property and transient community. More stable residents resent this as it has a detrimental impact on their own property and the local environment.

C. Those from different backgrounds have similar life opportunities Equality of opportunity is an aim of schools and all agencies working with young people in the area. This aim is often articulated in their mission statements. Yet many interviewees feel we have some way to go to fully achieve this in the community and highlighted instances where inequalities still exist in employment, health, and social class.

Some adults feel that residents are very knowledgeable about their rights but should also know their responsibilities. They believe there is a dependency culture resulting in people not taking personal responsibility and seeing benefits as a “Right”. The benefits system also “takes cash away when people take initiative and start to work.”

There is a lot of concern about rubbish, litter, and general untidiness, seen as a result of people not taking responsibility for the environment. The Council’s street scene developments have been seen very positively but some children would like more litter bins.

D Strong and positive relationships are being developed between people from different backgrounds, in the workplace, in schools and within neighbourhoods Many interviewees indicated that a major barrier to building positive relationship was the difficulty in communication between the groups from different backgrounds. Many residents said that they find it hard to communicate when their neighbour’s first language is not English. The lack of English language classes is often cited as a problem and many newcomers would like the opportunity to learn English and to embrace their community ethos. There are successful examples of schools providing support groups and community activities, helping to develop trust and community cohesion. In many schools family learning projects are being run to help families learn English together and this has helped to improve the communication between families in this project. Adults regretted that trust has gone. Some people have “given up” as nothing is done. They feel unsafe and do not trust the Police or any authority figure. One parent said she couldn’t trust some young people because their dress conceals their faces and identity. Young people disagree, strongly believing that no one should be judged by their appearance.

4.3 What can we do to improve Edmonton / CAP 2?

In Edmonton the community means very different things to very different people and gaining a sense of what it is to ‘belong to a community’ is often hard to quantify. Many of the participants in the review talked about community leadership and the confused nature of this leadership in Edmonton. Because of the entrenched nature of some of the communities it is hard for them to communicate widely and often the legitimate leaders found it hard to engage their own communities to work together with other communities or with the Council. Other confusing situations arose where self-appointed leaders claimed to speak on behalf of communities but clearly only represented their own views on what was needed in Edmonton.

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1. Voluntary and Community Sector

The voluntary and community sector is seen as a ‘positive force for good’ and has a number of umbrella organisations, which represent a large number of voluntary groups and organisations, 161 in total offering a wide range of sporting, social and community benefits.(See attached map – VCS groups) However, they do not represent the complete range of these organisations with many preferring to operate on their own.

The Enfield Strategic Partnership is committed to ensuring the VCS, are fully involved in designing and delivering services, developing further capacity in the Sector and in ensuring probity and fair–decision making in the allocation of resources and the good management of the ESP. The VCS make up approximately a third of representation at ESP Board level. There is a clear recognition of the value of involving the full range of voluntary and community organisations in the organisation and work of the ESP and their acknowledgement of the role the VCS play in improving community cohesion and reducing social exclusion. The good working relationships that have developed over time have improved strategy development and made a significant contribution to the development and achievement of targets in the Local Public Service Agreement and the current and new LAA.

There are three main umbrella organisations:

1) The Enfield Community Empowerment Network (ECEN) supports voluntary and community sector involvement in the ESP and supporting structures. ECEN is a network of voluntary and community organisations based in Enfield. It aims to benefit the lives of local residents by influencing decisions made about services in the borough. Their key role is to ensure that communities are fully consulted on all aspects of the partnership’s work and that groups are supported to contribute to the delivery of key targets.

2) Enfield Voluntary Action (EVA) manages the ECEN contract. As Enfield’s Council for Voluntary Service (CVS), EVA promotes and develops the effectiveness of the Voluntary and Community Sector by providing a range of support services to individual organisations. These include advice, information and training.

3) Enfield Children and Young Persons Services (ECYPS) is an umbrella organisation with charitable status. ECYPS provides advice and support to voluntary organisations working with children and young people aged 0-25 years. Enfield Children and Young Persons services is funded by Connexions, the London Borough of Enfield and the Tudor Trust ECYPS co-ordinates and develops the voluntary sector input into the field of children's services in Enfield.

The Enfield Compact sets out the principles for good partnership working between public bodies and the Third Sector. It aims to encourage new ways of working together for the benefit of all who live, work, study or have an interest in Enfield.

Many of the voluntary and community organisations support the community and help to engage residents and young people into positive activities to help them to return to work, or to education, or other positive pathways through business or enterprise. However, a common complaint from these groups is the lack of funding which they receive to operate effectively in the community. This often leads to dissatisfaction with the Council or the umbrella organisations that work so hard to secure funding on behalf of their partner organisations through a variety of national, regional and local sources. The Council has limited resources that it distributes through its community grants schemes or through the Local Area Agreement (LAA) but often these resources only enable the group to exist rather than having a positive impact on delivering the Council’s Community Cohesion agenda through the voluntary and community organisations.

The large number of organisations is a positive community benefit to Edmonton and from all stand points should be leading to substantial support for vulnerable young people and their families. However, in many instances participants in the review suggested that benefit would also be gained from rationalising the 162 organisations and having fewer, larger organisations that had a real impact on the issues identified in this report. Whether this is true or not is beyond the scope of this review but it would seem a good opportunity to take stock and consider the large number of organisations and the actual costs of the

The Edmonton Review 62 administrative arrangements underpinning the 162 which we have identified on the CAP 2 map. (CCD1)

2. Edmonton Development Trust

It is proposed that the ESP and the Council should consider reviewing its approach in favour of a Neighbourhood Management Scheme (NMS) as promoted through the previous neighbourhood renewal schemes and the Civil Renewal Policy (2001). This would provide a positive way forward as the Authority’s ‘Place-Shaping’ Strategy is developed.

The Government Civic Renewal Policy promoted the active involvement of citizens, communities and public bodies in working together to improve people’s quality of life. The key elements of this policy are:-

• Active Citizens: people with the motivation, skills and confidence to speak up for their communities and say what improvements are needed. • Strengthening communities: community groups with the capability and resources to bring people together to work out shared solutions. • Partnership with Public Bodies: public bodies willing and able to work as partners with local people.

By recognising this approach the Council would signal it has a key role to play in securing Community Cohesion in all of its communities. Neighbourhood management is an approach to developing local economies, improving public services, building community capacity and cohesion and promoting economic independence in deprived areas.

“It is about enabling communities and local services to improve local outcomes, by improving and joining up local services, and making them more responsive to local social and economic needs. The key to neighbourhood management is that residents’ concerns are more important than agencies assumptions in defining what is done. The process is grounded in the local community with a dedicated team, enabling a culture of enterprise, learning and economic independence for local residents.” (Paddington Development Trust)22

The neighbourhood management model would allow:

• The identification of local problems and specific challenges • Joined up and tailor-made services that respond to the ‘whole person’ • Joint working between service providers at a local level • Improved service accessibility, particularly through local delivery • Innovation by service providers • Improved sensitivity and responsiveness of local services to local need • A strengthening and empowered local economy attracting inward investment, and commercial engagement with the community and voluntary sector • Governance involving local people.

A more recent inquiry into the funding, role and function of local government, by Sir Michael Lyons identified the benefits of local choice in delivering public services as the ability to use local knowledge, to engage the public, to convene and join up public services across different providers and sectors, and to innovate and test new approaches. He stresses that the system should embrace self-help and voluntary action among individuals and communities, with public service provision that is joined up across different providers and sectors. He argues that local government should be given greater freedom to ‘place shape’ – where Local Authorities take responsibility for the economic, social and environmental well- being of an area and the people who live there, promoting their interests and their future.

In my view the move towards a neighbourhood management model in Edmonton through an Edmonton Development Trust (EDT) (CCD 2) would have a number of challenges but would be seen as a positive force for good in bringing back the pride in the community which young

22 The Paddington Development Trust (PDT) is an apolitical and independent Charitable Trust formed in 1988 by local residents to improve the social and economic well-being of the inner London area of north Westminster and Kensington.

The Edmonton Review 63 people and older residents have identified as being lost or absent from the Edmonton of today. These challenges would be:

1. Neighbourhood and Local Councillors - If the Neighbourhood Management model was adopted the local champions or community leaders would need to demonstrate that they represent their community and this may be seen to conflict with the current democratic structure of the Council. It would be important to ensure that these roles are complementary rather than confusing. However, there is cross party support for tackling Edmonton’s problems and a recognition that ‘one size does not fit all’ communities. Members and wards would continue to represent their constituents but the EDT would be the vehicle for the community development programme, as an arms length organisation acting as a ‘broker’ between the Council and the community.

2. Business planning – to ensure that the energy and trust being developed in the Edmonton Development Trust is not lost, Neighbourhood Delivery Plans must have significant influence in the development of department service plans in three important service, the Council, the PCT and the Police.

3. Securing the development of the EDT – the challenge would be for the Council and its Partners to secure funding from national or regional government to move this development forward. But what is striking is that research shows that a relatively modest shift in resources can generate significant changes in the residents’ perceptions of the area.

4. Avoid inward bureaucracies – the challenge is to dismantle the historical barriers and avoid the construction of new bureaucracies where an inward focus is taken and a silo mentality is developed around the area. The EDT would be charged with delivering the Council’s agenda for promoting a whole Council approach to its community within the context of the Council’s and ESP strategies for the Borough.

The Edmonton Development Trust (EDT) could be built upon the previous Edmonton Partnership Initiative (EPI)23 and extend the role of the EPI to cover the whole of CAP 2. In developing the trust model advice should be sought from the very successful Paddington Community Trust on the process for setting up, governance arrangements and community engagement. (CCD3)

3. Local solutions to improving Community Cohesion

Some secondary age students say they are content with things as they are and some adults and young people would like to read more good news stories in the media.

Some adults see a need for an introduction and welcome when residents move in. This could be part of a year’s induction and focus on include community life i.e., rights, responsibilities, and include how to dispose of rubbish, queuing, etc. It should offer a supportive approach to “this is how we do it here” and acknowledge and support race and faith issues. (CCD4)

Schools teach respect, both in the PSHE curriculum and through all areas of school life. This should continue and, where possible, influence the wider community. It is acknowledged that building trust takes time and that momentum should come from the community. There are challenges in getting people to work together, taking language, cultural and confidence barriers into account.

Some see Community Police as important in developing trust. Residents also propose neighbourhood watch-type activity. One school has been involved in successful work with Street Pastors and Young Soldiers who patrol the streets talking to young people and link to the faith Police Officer.

23 EPI - The Edmonton Partnership Initiative (EPI) Working Group will act as a catalyst between the Community, London & Quadrant Housing Trust, Metropolitan Housing Trust, St Modwen Properties PLC and the Council and its Partners to ensure that the aims and objectives of the EPI are achieved. Promote and secure the wholesale and sustainable regeneration of the Edmonton area sustainable regeneration of the Edmonton area

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4. Edmonton Carnival / Festival

The Edmonton Carnival no longer takes place. This acted as a focal point to support a sense of community and community spirit. However, Enfield homes have introduced a series of street celebrations to recreate a community spirit in Edmonton and to recognise the cultural heritage of the local communities. These could be extended in future years to recreate the Edmonton Carnival and reinvigorate the community engagement.

The Council’s Leisure and Culture team are applying for funds from the Arts Council of England to develop festival activity in Edmonton. Since 2006 the Council has been working in partnership with St Modwen at Edmonton Green Shopping Centre. Together we have staged several small festivals each year including working with community groups, cultural groups, artists, creative businesses, traders at the Shopping Centre, and teachers and students in local schools. This work has progressed very well meeting the ambitions of local people, the needs of young people, and the business needs of St Modwen.

The Council should make a step change in festival activity in Edmonton by developing a strong annual festivals calendar with one large festival as a focal point in the year and several smaller festivals throughout the year. This would strengthen and embed a festivals culture in Edmonton i.e. throughout the year children, young people, diverse communities and businesses will be enabled to: develop ideas, produce creative and sporting work, share that work and ideas with the wider community, show and perform that work in public, and then start again for the following year - hence the cycle of production, skills development, learning and community pride will perpetuate in Edmonton.

This plan will be linked to the Council's regeneration plans, Community Cohesion, and our strategy for the Olympics. Edmonton is well placed to become a centre for festivals activity. Edmonton is situated adjacent to the Lee Valley, which will in the build up to the Games become known as an important cultural motorway into the Olympic site, along which infrastructure and communities will pass to get to the Games. Edmonton is also a good place to develop arts and sports activity together with the local creative and sporting community, and the Olympic training base for basketball at the Leisure Centre, all of this will bring many useful programming links into the festivals calendar. Edmonton is also fortunate to have a talented and diverse community which in preparation for the world Games could become actively involved in the Cultural Olympiad. These plans then provide linkage and legacy opportunities for the Council's review of Edmonton, the needs of diverse communities in Edmonton, the Olympics and Paralympics Strategy, the Leisure and Cultural Strategy, the needs of young people, older people, and families in Edmonton, and businesses. (CCD5)

5. Support for schools in delivering Community Cohesion Objectives.

In many Edmonton schools there has been a promotion of Community Cohesion for many years without necessarily describing their work in these terms. Many schools have been striving for the best opportunities for all children and young people irrespective of their background; exploring and respecting diversity; promoting tolerance and fairness is at the heart of all good schools and there are many examples to draw on. However, the new Community Cohesion duty recognises the growing importance of promoting cohesion in a climate where schools are expected to work closely with their community to personalise teaching and learning, the curriculum, and to promote a sense of equity and excellence whilst engaging in providing extended services. In order to support the drive for a more cohesive community in the Edmonton area it is recommended that the Children’s Trust and its Partners work with schools on the delivery of the citizenship aspect in the curriculum to promote a sense of community and pride in both their own background and the area in which they live and study. (CCD 6) In addition, the School Improvement Service should work with schools to support and develop their understanding and delivery of the duty to promote Community Cohesion and well being of their pupils. It is important that this work is within the framework of a very clear and common vision which is shared by the whole community - see 4.2.

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6. Access to language learning

Throughout the review interviewees often cited the difficulties of building positive relationships within the community as a result of the language barriers. The difficulty in communication between the groups from different backgrounds often gave rise to concerns and anxieties that exacerbated cultural difference rather than bringing the communities together. The lack of English language or ESOL24 classes is often cited as a problem and many newcomers would like the opportunity to learn English and to embrace their community ethos. It is recommended that there is an increase in the ESOL courses available to those newly arrived in the country by a further 60-80 places to ensure that English language learning is taking place, especially for those in FIP, if necessary. It is estimated that this would costs in the region of £35,000 to commission training providers to increase the number of places available. (CCD 7)

Recommendations

CCD 1 The VCS umbrella groups should review the scope and nature of the 161 organisations identified to see if a rationalisation would promotes further the aims and objectives of the ESP, Council and the needs of young people and families in Edmonton.

CCD 2 Implement an Edmonton Development Trust (EDT) built upon the previous Edmonton Partnership Initiative (EPI) to engage the whole Council and its partner organisations in rebuilding the Edmonton community to ensure that young people of Edmonton would benefit from improved community leadership.

CCD 3 In developing the trust model seek consultancy advice from the Paddington Community Trust on the process for setting up, governance arrangements and community engagement.

CCD 4 The Lifelong and Community Learning Team should work with Enfield Homes, the housing associations and the Supporting People Team to develop an induction pack and educational programmes for new residents in Edmonton.

CCD 5 The EPI/EDT should work with Enfield homes to re-establish the Carnival in Edmonton to engage the community in a common means of celebrating Edmonton and its cultural diversity.

CCD 6 Work with schools on the delivery of Community Cohesion and citizenship aspect in the curriculum to promote a sense of community and pride in both their own background and the area in which they live and study.

CCD 7 Increase the ESOL courses available to those newly arrived in the country by a further 60-80 places to ensure that English language learning is taking place, especially for those in FIP, if necessary.

24 ESOL is an acronym that stands for English for Speakers of Other Languages. Other acronyms are widely used in English language teaching, including English as an Additional Language (EAL), English as a Second Language (ESL) and English Language Teaching (ELT). In post-16 education the universally accepted term is ESOL, whereas EAL is always used to describe this work in schools.

The Edmonton Review 66

Chapter 5. Youth & Leisure and Culture Facilities

NI and LAA Targets:

NI 9 Use of public libraries – to be agreed after December survey NI 10 Visits to museums and galleries - to be agreed after December survey NI 57 Children and young people’s participation in high quality PE and sport – national figures not available yet. NI 110 Young people’s participation in positive activities – target to be agreed after this review.

5.1 What do we know about Edmonton / CAP 2?

The Leisure and Culture Partnership (a sub-group of Enfield Strategic Partnership’s Community and Economic Development Thematic Group) is responsible for the Leisure and Cultural Strategy Enriching Enfield. This document sets out a vision until 2015. Key issues identified include increasing access, cultural diversity, promotion and marketing, the 2012 Olympic Games, regeneration, place-shaping, enabling communities, the role of the voluntary and community sector, resources and performance management. An action plan covering the period 2008-11 is currently being developed. A four year Sport and Physical Activity Strategy (2005 until 2008) is in place which incorporates the local, regional and national policy including improvement in Sport England’s 1% participation target. Edmonton figures highly in these plans as a result of the opening of a new leisure centre in Edmonton Green in August 2007, the demonstrable need for leisure facilities, and the provision of coaching courses run during term time and holiday periods.

The Council is also moving towards a fully integrated service for young people by bringing together the Youth Service and the Connexions Service in order to improve the support for young people at the critical points of transition. A transition plan is in place and a new service manager has been appointed.

Youth Facilities

The Council currently has four Youth Centres operated by the Council, two are in Edmonton. Craig Park Youth Centre has a weekly programme that has included a lively dance group, sports activities including "boxercise", football and basketball, programmes on healthy living and staying safe in the community. There is a strong programme of sexual health and relationship education, including condom distribution and Chlamydia testing. Young people are also given a good deal of personal support in dealing with issues in their lives. Around 60 young people attend regularly.

Croyland Youth Centre also offers a variety of activities and support for local young people. As well as social and recreational opportunities regular planned programmes include health issues, staying safe and opportunities for young people to become involved in planning programme in their own club.

Both Youth entres run successful summer activity schemes throughout the school summer break, with a variety of activities in-club and trips away. In addition, the Youth Service, Metropolitan Police and the Youth Offending Service are co-operating with the LEAP organisation in a joint action/training to target 60 young people in Edmonton who may be vulnerable to conflict and gang activity. (see Keeping People Safe)

Youth Opportunities Funding – Enfield (YOFE)

The Council operates the Government funded Youth Opportunity Fund programme for young people in the Borough. Ideas for projects are received directly from young people through youth groups or voluntary groups. A panel of 12 trained young people between the ages of 13-19 look at these ideas and decide on which should be funded. This year £365,0000 is available for projects. Priority goes to the most deprived areas, therefore much of it is spent in Edmonton. For instance:

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ƒ Theatre Group in Edmonton - supporting the establishing of a base for this group allowing them somewhere to come together and rehearse for productions that confront knife crime and other issues that affect young people.

ƒ Providing a “Lap Top Library “ - for young people in assisted housing in Edmonton – ensuring these young people have equal access to internet and study opportunities as their peers in different home circumstances.

ƒ “Serenity” - a dance project for young people in Craig Park Youth Centre (Edmonton) – run by young people to provide free dance classes every week in a range of styles, culminating in a community performance.

ƒ “Ed – Mon – Ton” Film Project - a young lady in Edmonton, recognising a need for young people to have a platform for their talents – putting together a movie that “represents the lives of youth in our local community.”

ƒ “Flight Simulator” - young people who attend the Air Cadet Training Corps in Edmonton successfully applying for funds to establish an “ aircraft operations room”. This will assist young people in achieving their BTECS in Aviation studies.

ƒ “Musical Starlets” - £7,000 of musical instruments for a group of young people in Edmonton. This group have secured a space to meet up for free and tuition from community members, with the intention of coming together through learning music, offering a safe space to learn and enjoy.

ƒ “Healthy Eating - young people in assisted housing in Edmonton learning about budgeting, nutrition and basics of cooking. This project offered the young people a chance to engage with each other socially after the cooking lesson with a group meal. (Funded for 1 year of food.)

ƒ “ Young Parenting Project” on an estate in Edmonton - YOFE has funded toys, books and refreshments to support the establishing of a drop in time for young parents who need advice and a chance to interact socially with other young people who understand the challenges of being a young parent.

ƒ “Eagles Boxing” Edmonton. - YOFE has funded one year of free boxing / fitness training lessons for 25 young people twice a week at Eagles Boxing Club. These classes are aimed at engaging young people who were hanging around at the Edmonton Green Bus Station.

ƒ “Central African Youth” - Musical instruments / sporting equipment and staffing costs for a project in Edmonton, developed by a young people two years ago and supported by YOFE since inception, now averages 20 – 25 young people every Saturday. The hours this provision is open have now doubled to 8.

ƒ “Lifeline” - YOFE has supported this project by supplying capital funding of £16,800.00 to refurbish a disused GP surgery in Edmonton. This is a base for the youth / drug advisors and provides an area for young people to gain advice and guidance.

ƒ “Renaissance Showcase” - 3 young people who have been putting on a showcase in Edmonton of young up and coming talent for the last three years. Acts include singing, dance, MC’ing, poetry and anything that is a combination of the above – as long as it has a positive theme.

ƒ “Raise the Roof” - Supporting the 10th Edmonton Scout Group with £25,000 to replace their existing damaged and asbestos laden roof with a new secure, safe one. This has allowed the 100 + young people who attend scouts on a weekly basis to do so in a clean and safe environment.

ƒ “West Lea” School in Edmonton receiving funding for the purchase and installation of a portable building. This is to provide drama classes for complex and special needs young people from Enfield in after school provision.

ƒ “Basketball” - Up to 100 young people participating in three on three competitions at the Edmonton Leisure Centre in a Sunday competition.

ƒ “3E Table Tennis” - Summer holiday provision at Edmonton Leisure Centre for 25 young people per session to be coached and learn how to play Table Tennis.

This funding has made a significant contribution to providing and improving youth activities across Edmonton and will continue to do so whilst the funding is available.

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Enfield Youth Offending Service

It is a statutory duty under the 1998 Crime and Disorder Act to have a multi-agency Youth Offending Service in each Local Authority area formed by a partnership of the Local Authority, the Police, the Probation Service and The Health Service. The fundamental aim of the YOS is to prevent offending and re-offending, additionally the YOS aims to increase victim and public confidence and ensure the safe and effective use of custody.

The YOS work with young people aged 7 to 19 on either voluntary prevention programmes or on statutory interventions. Prevention and Statutory Programmes together mean that the YOS works with about 700 young people per year. The vast majority, about 90+%, of YOS clients are on statutory interventions because they have committed criminal offences that range from low level theft and criminal damage right through to murder. The YOS must intervene when a young person has been sentenced by the Court and must work with all those sentenced, no matter what resources it has. In Edmonton / CAP 2 the figures are disturbing:-

Total YOS Clients [Inc. Prevention] 2006 / 07 = 758 Total YOS Clients [Inc. Prevention] 2007 / 08 = 665. Total in CAP 2 [the 5 Edmonton Wards] 2006 / 07 = 351 (46.3% of Enfield YOS total) Total in CAP 2 [the 5 Edmonton Wards] 2007 / 08 = 326 (49% YOS Clients - CAP 2)

The majority of YOS clients live to the East of the A10 and the ward with the most offenders is currently Edmonton Green. The YOS works with and supports clients both in custody and the community and provides other services such as officers to advise the Youth and Crown Courts and appropriate adults for Police stations etc. YOS clients are some of the most deprived socially excluded and risk taking children and young people in our community. As well as causing crime and disorder YOS clients are more likely to have been in contact with welfare services, have been in care, have substance misuse or alcohol problems, have learning difficulties, be NEET (e.g. approximately 30% of YOS clients are NEET) and be parents in their teens (and children of offenders are also then more likely to be offenders themselves). A small core of the most active YOS clients will provide a very disproportionate percentage of the Youth Crime in the community.

The core business of the YOS is the case management of young offenders and young people at risk of offending. Additionally the YOS work with parents on both voluntary and statutory interventions in order to help improve their interaction with their children. The YOS, whilst itself a partnership, also has very strong partnership links with other statutory and voluntary organisations and works in partnership with them to achieve our aims e.g. young people being referred to the Fire Brigade LIFE courses etc. The YOS assess clients and advise the Courts regarding how best to work with a young offenders and the model of intervention is APIR – Assess, Plan, Intervene and Review. The basis of all interventions on a detailed assessment of a young person, identifying the risk and protective factors and then plan our interventions based on this. Risk management is the key to this with more high-risk clients needing more and better interventions and closer monitoring. Interventions provided by the YOS are based on both group and individual work.

The YOS is key to two current LAA targets, reduce first time entrants into the Criminal Justice System and reduce the Youth re-offending rate as well is integral to other such as the reduction of 16 and 17 who are NEET. YOS workload in terms of both numbers of clients and the level of risk worked with have risen very significantly over the last 6 years and have far out paced the resources available to the YOS meaning that providing even an adequate service is becoming extremely difficult. Next year it will become even more difficult when both the Youth Justice and Immigration Act and the YJB Scaled Approach come into force and which will require the YOS to work with even more high risk young people in the community and provide young people with a far higher level of intervention. This coupled with requirements under the 2008 Youth Crime Action Plan will stretch the YOS possibly beyond current capabilities. Due to the way the YOS is financed (see Appendix 8) the YOS also risks losing 12.5% of its current total staffing at the end of the current financial year. This comes on top of reductions last year caused by the ending of the Children’s Fund that saw 3.5 posts go and the YOS victim project closing. The organisation will be required to do

The Edmonton Review 69 a lot more with considerably less, therefore, fulfilling its function and achieving its aims and objectives is likely to be difficult. To try to off set some of pressure on local resources and risk to the community the YOS and Partners recently bid for funding of £650K, over three years, for a Pilot Intensive Intervention Programme [IIP] to work with the most high risk young people in the community but unfortunately were unsuccessful. This funding would have gone some way to reducing the burden on both the YOS and partners in reducing youth crime.

In order to keep the same resource level, as at present the YOS needs funding for the 7 posts at risk to be assured. (See Appendix 8). This would mean that the YOS could provide an adequate service until the Youth Justice and Immigration Act came into force and then after that a slightly less than adequate service but one that could at least possibly cope. These 7 posts costs approximately £260Ks. More positively the YOS is guaranteed another YISP worker out of the area based grant in 2009 so that the Prevention and Early (voluntary) Intervention Team would have at least have four workers, one for each CAP and would have more chance of helping in achieving the First Time Entrants target.

Leisure Facilities

Enfield is a green Borough: about 38% is designated Green Belt – located to the north of the borough. Throughout Edmonton, the Council’s Parks and Open Spaces Service manages 31 parks and open spaces. Greater use should be made of this available space for leisure and recreational activities, increasing the numbers of younger residents for example that participate in affordable and accessible leisure and recreational activities. This is a long term aim of the ECSL department and the Local Area Agreement. In addition there are currently 8 Multi Use Games Areas (MUGAs)25 in the Edmonton are located at Craig Park, Jubilee Park (2), Montagu Recreation Ground, Pymmes Park (2), Raynham Park and Wilbury. It is clear that the changing demography discussed previously will have a substantial impact on the future leisure provision and therefore we need to consider carefully how these accommodated within the leisure provision.

A new Leisure Centre at Edmonton has opened in the past six months and an initial review has been carried out within the local community. This review has considered the full range of services, activities and facilities available to children and young people. Services will need to be provided to an increasing number of residents that fall below the poverty line and will need to be targeted at the Edmonton community to meet our social inclusion objectives. The current Energy Concession Card scheme, offered through ELCL, is designed to target vulnerable groups by providing a 50% discount on a range of activities to promote healthy lifestyles. Eligible groups include registered disabled, registered unemployed, those on income support, students, junior (<18) and the over 60. This may need to be reviewed and some of the thresholds may need to be changed to reflect the changing demographics and target support more effectively.

This report also coincides with the growth of sporting aspirations as a result of the new Lee Valley Pickett’s Lock Athletics Centre, the new Edmonton Leisure Centre and the Olympic Games in 2012. It is therefore timely to review the Council’s Sports and Leisure Strategy.

The Enfield Sports Development Team run a significant number of holiday coaching courses which in Edmonton alone providing 291 hours of activity for young people covering a wide range of sports and leisure activities. Many of these programmes are free. In total 189 hours were free, which equates to 65% of the Council’s activities being accessible to those on low incomes. Many of these sports programmes are also available during after school hours and in the evenings at venues throughout Edmonton. In addition there is also 374 hours of swimming provision per term (based on Sept - Dec 2008). The courses are advertised widely in the run up to holiday periods to ensure that young people and their parents are aware of the activities on offer. Once the CIF26 programme has been finalised this will increase the Council’s free term-time provision in the area by approximately 2 hours per week.

25 MUGA – Multi Use Games Area – these cost in the region of £140K and are operated on a first come first served basis in parks and open spaces, they enable a wide range of ball games to be placed in a safe and contained way. 26 CIF - Sport England Community Investment Fund for both an estates based programme and a women and girls programme

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Another important programme in place is the Community Development Programme - A Positive Activities for Young People (PAYP) Programme of free multi-sport, basketball and street soccer was organised for young people “at risk” between the ages of 8 and 19 years. Street Soccer sessions were organised at Craig Park, £10,000 funding was secured by PAYP Connexions to run the Estates multi-sport, basketball at Gladys Aylward School and the street soccer at Craig Park. The Street Soccer programme attracted 1,458 participants with a total of 4,058 over a five-week period. The PAYP Connexions funding for these activities cover the expenditure costs incurred for coaches, facilities are provided at no cost. The Sports Development Team also provided 4 free sports activity days at the Angel Centre. £2,349 of funding was secured from The Extended Activities Programme to cover the costs of the days activities.

Leisure Survey

During the Edmonton Review research period a survey of young people was carried out in the Edmonton area to gain the views of young people about the leisure provision in the area. (See Appendix 3)

The most popular weekend activity is playing sports (with almost 28% of respondents selecting it as a favourite). Of the total number of respondents more than 16% chose an ‘other’ activity as their favourite activity to do at the weekend. Swimming is the most popular ‘other’ activity followed by spending time with family. The ‘other’ activities included: snooker, staying home, music, snowboarding, scooter, baseball, holiday, roller-skating, gym, remote control car, library, rock climbing, boxing, rounders and go-karting.

What would encourage young people to go to the Leisure Centres? The most popular response in this section was cheaper prices, followed by more fun activities, more challenging educational activities, and more supervised activites in youth clubs. It would appear that cheaper prices would make children and young people in Edmonton take part in more leisure activities (as stated by almost 40% of respondents). 26% of respondents felt that more places should be available for activities to encourage them to take part and 12 % would like it to be easier to get to leisure activities.

What are the gaps in provision ? Swimming came out on top as the most sought after activity (swimming and single gender swimming combined). More than 20% of respondents wanted more swimming facilities in the area and more than 8% requested single gender swimming (mainly Muslim boys and girls for religious reasons). 14% of respondents want more football clubs and / or pitches in Edmonton. Other activities (with less than 6 votes) included; trampolining, baseball, adventure playground, gymnastics, rugby, skate park, cycle route/ramp/club (all with 5 votes); cricket (4 votes), paint balling, rounders, karate, arcade, cheerleading, volleyball, go-karting, youth computer café, girls gym, netball, (all with 3 votes); snooker, snowboarding, motorbike riding, roller skating, boxing (all with 2 votes); synchronised swimming, badminton, dodge ball, zoo, fencing, golf, table tennis, American football, science, rock climbing, crazy golf, skiing, wrestling, museum, hockey (1 vote each).

How do you get to leisure activities ? Most respondents (58%) felt it was easy to get to leisure facilities in Enfield. Of those who said it wasn’t easy many stated that traffic in the borough made it difficult to get to facilities

What do you think of local parks? 85% of respondents indicated that they do use their local parks, with 15% indicating that they rarely use these facilities.

What would you like to see that is not currently available in the parks? The four most popular ideas emerging from this survey were more football posts and pitches (13%), more play equipment (13%), swimming/paddling pool/water feature (13%) and funfair (12%) which accounted for 51% of the total survey responses. Other less popular response were, shop/café (7.6%) and adventure playground (7%). 85% of respondents indicated that they do use their local parks.

What do you think of the Borough swimming pools ? 65% of respondents think the Borough’s swimming pools could be improved. The most popular improvement suggestion was to add water slides to the pools (18%) . 33 respondents (16.4%) noted that the pools should be cleaner. 12% of respondents wanted single gender sessions, generally for women. Other suggestions included making the water warmer, adding a wave pool, having deeper water, adding a viewing area, more pools in the borough and adding a Jacuzzi.

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Are there many after school clubs in your school? The majority of the respondents reported that their school did have lots of after school clubs with 78% indicating that after schools clubs were available in their school. Only 13% indicated that they didn’t have access to clubs. Football club is by far the most popular after school club with 95 (22.6%) respondents choosing it as their favourite, 6.6% indicated that the computer club was their favourite, followed by Drama and performing arts / Dance/ netball / arts and crafts , all on 4% each. Most respondents (73%) felt that schools should encourage more leisure activities. When asked which was the most popular activities that respondents would like schools to encourage more of swimming came out on top with 50 (21%) respondents wanting schools to encourage more. Tennis, Basketball and football came a close second on 15% each.

Play Development Team Activities in CAP 2

A Closed Access Holiday Play-schemes Closed access play-schemes are predominately childcare places. Parents pay on a daily basis. All closed access play-schemes are registered with OFSTED and offer quality childcare. The schemes provide places for children with special needs and disabilities. The Play Development Team currently runs a holiday play-scheme at St John and St James School, Grove Street, Edmonton, N18 2TL. The play-scheme runs during all holiday periods except the Christmas holidays. The scheme is for children aged 4 (if in full-time education) – 11 years old. The price of the scheme £12.20 per day. Opening hours are 9am – 5pm. B Open Access Holiday Play-scheme Open access play-schemes are provided as play opportunities for children and young people and not as childcare. All children and young people can come and go as they please, but must sign in and out of the scheme. Staff are not obliged to prevent any child or young person from leaving the scheme. All Open Access schemes are registered with OFSTED. The Play Development Team currently runs open access play-schemes at Jubilee Park, and Churchfields Play And Resource Centre. The play-schemes run during the Easter and summer holidays. The schemes are for children 5–14 years. Open access is a free play opportunity for children. Open hours are 10am – 4.30pm. C Play-scheme Trips Since Easter 2008 the Play Development Team have introduced various trips and outings for children and young people attending play-schemes. These are at a cost depending on the trip. The Play Development Team try to subsidise as much as possible. Trips and outings that have taken place so far are to, Quasar, bowling, Paradise Wildlife Park and Go Karting. D. Reach Out And Play Reach Out And Play is play opportunities for children and young people held in park venues around the Borough. The Council has a team of play-workers that visit parks and offer free activities for children aged 5-13 years. During the Easter, Whitsun and summer holidays the team run sessions at Pymmes Park and Cuckoo Hall Recreation Ground (sometimes referred to as Charlton Park). Sessions last 1hr 55min and are run on a morning and afternoon basis. These sessions are currently funded as part of extended services. E After School Clubs The Play Development Team currently runs an After School Club at Houndsfield School everyday of the school term. The clubs operates until 5.45pm at a cost of £5.70 per day. The club is registered with OFSTED and has recently been accredited with a quality in play certificate by Play England. We currently provide subsides for families on income support and accept vouchers from various agencies.

F BIG Lottery Play Pathfinder Programme Our BIG Lottery grant is enabling the following projects to be realised for children and young people in Enfield. The initial designs for the Florence Hayes site are based on the ideas received from children and young people who live in the area around the Snells Park estate, which is directly opposite the site. The plans include:-

• A new play building at Florence Hayes Recreation Ground in Fore Street, Upper Edmonton (phase 1). • An enriched outside adventure playground environment at Florence Hayes (Phase 1). • Transport for children with disabilities and young carers to play provision Borough wide.

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5.2 What is your view of what is currently happening in Edmonton and why? (i) Current provision in the community- is it meeting expectations and demand

Those who have used the new Edmonton Green Leisure Centre agree it is a good facility, with many opportunities for physical activity. Some are disappointed the diving has been removed, and are less interested in what is provided instead of diving. Many have not yet taken advantage of the new centre and some use other centres in the Borough, such as Albany and Southbury. Young people, especially girls, in the Muslim, Somali community would like to see single gender sessions being offered in the centre. Many young people and adults think that provision for sporting activity is good. They particularly enjoy swimming, karate, football, gymnastics, table tennis, cheerleading. Some school leaders think PE and sport is very well supported by the Council’s Physical Education Team and strategy, providing positive role models as well as activities to interest and occupy young people.

Many young people appreciate and participate in the provision for art, music, dancing, and theatre. Arts activities at Artszone and Millfield House are specifically mentioned, “the kids love it” (parent).

Some young people of primary and secondary school age enjoy using the parks but many said there are “the same old things”. They would like to see changes in equipment and activities, “more stuff to do in parks”. Pymme’s Park was particularly mentioned, younger children appreciating its facilities in the daytime but feel less safe at night.There are general anxieties about safety in parks, with fights, aggressive dogs and drug use, all being mentioned, especially in the evenings.

The small numbers of individuals (about 60 regularly) that attend the Craig Park Youth Centre, find it a good place to go. Some young people think “organised “activities are mainly for younger children. They see nowhere for older young people to go so they “hang around” the streets.

The special school headteacher explained that there are insufficient, accessible sports activities for young people with special needs: these young people need as much exercise as the able-bodied. One headteacher cited the PE team’s research into the “take up” of off- site provision, indicating that only 3% of her school’s children take up off-site sporting provision. Schools do advertise this provision wherever possible.

(ii) Why are the leisure activities not being used?

For the majority of adults and some young people, cost is identified as the main reason why leisure activities are not being used. They see “free day” opportunities well attended. Some schools believe the low take-up of some activities has been because of the need to charge families. Alternatively, children and young people say that location and transport are the reasons for them not taking advantage of facilities provided.

Young people prefer activity that is on a “drop in” basis, rather than those they need to join as members. For others access issues are important; such as ensuring equal access is given to those with special needs, especially for outings and trips, and in parks. Adults are aware that some centres, are for adults only and feel young people could benefit from the use of facilities and participation in activities. In contrast, many of those interviewed said they know nothing of the Edmonton Youth Service and its provision in the locality.

5.3 What can we do to improve Edmonton / CAP2 ?

1. Leisure Facilities and access to services

The findings of the review and the consultation that has been conducted as part of the review point to a number of actions that can be taken to identify new areas for development linked to the leisure and sports strategies.

1. The research conducted as part of the Leisure Survey Report states that young people would like to access more opportunities for swimming. As part of this review it is recommended that the Council express an interest in linking to the Government’s free

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swimming for under 16 initiative with a view to implementing this programme from April 2009. Young people in the survey also expressed the view that the costs of visiting the centre was too expensive and needs to be reviewed. (YLC1)

2. Consultation also found that young people would be keen to access a gym and dance studio. Of particular interest to young people was having access to equipment to mix and play their own music to dance to and having a gym that was equipped for young people. Initial work has been conducted with a view to the cost of providing gym equipment it indicates that to provide equipment specifically designed for young people, it would cost in the region of £115,000. A grant application has been submitted to the London Marathon Trust asking them to fund this equipment. Work has also been done to identify a site. There are 2 potential venues within the Edmonton Shopping Centre that could be converted. Rents are in the region of £50,000 per year. Initial discussion have taken place regarding staffing and the Council’s Leisure Centre operators have shown interest in doing this. The cost of staffing this facility would be in the region of £50,000 per year dependant on opening hours. It is recommended that the feasibility of providing this service is developed with specific revenue and capital costs identified as well as the number of young people who would benefit from such a service. (YLC2)

3. The Sports Development Team have been successful in gaining Sport England Community Investment Funding (CIF) for both an Estates based sports programme and a Women and Girls Programme. It is recommended that within the terms of the original CIF submission and Sport England’s conditions of funding that the programmes should concentrate on the Edmonton area with a specific target for increasing participation from the Edmonton postcode areas, specifically N9 and N18. (YLC 4)

This review is also looking towards the future provision of facilities by capitalizing upon the Place Shaping Strategy, Olympic games, paralympic games and the cultural Olympiad. Two longer term requirements arising from current strategies are important for consideration.

1. Edmonton Leisure Centre has been selected as a pre-games training camp venue for the 2012 London Olympics. Whilst the specific pre games training opportunities will be limited the selection of the site has raised the profile of both the venue and the Olympics in Enfield. The draft Olympic Strategy is proposing to develop an Olympic squad of talented young people. It is recommended that trials for this Squad are conducted at Edmonton that the squad members get access to the young persons gym referred to above. Regular Talent Identification sessions will be conducted at Edmonton Leisure Centre and at the Lee Valley Athletics Centre including but not limited to Basketball and Athletics.

2. An Open Spaces Strategy took place in 2005 / 2006 to ascertain the shortfalls and surpluses of sporting provision in the Borough. (YLC 3) Although in general the project focused on the Borough as a whole, specific facilities were identified for the Edmonton area. In relation to the provision of some activities, specific localised deficiencies are provided by ward. Shortfalls of sporting provision include:

• Artificial turf pitches (Edmonton Green, Upper Edmonton, Lower Edmonton) • Sports halls (Edmonton Green and Upper Edmonton) • Significant shortfall of Health and fitness facilities (Edmonton area) • High quality Multi Use Games Areas – only very few now as 8 have been provided since the survey.

This Strategy should be used by the Place Shaping Strategy team to plan for the range of infrastructure required in the Edmonton and central leeside development areas. Sporting provision where there is not considered to be a shortfall in provision includes, playing pitches for football, cricket and rugby, and swimming pools.

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2. Play Pathfinder

Enfield is one of 20 Authorities who have been successful in achieving Play Pathfinder status, which will substantially support us in our vision to provide every child and young person access to high quality, exciting and safe play closer to their homes.

Capital funding will be used to provide 28 new or refurbished outdoor spaces for play in neighbourhoods where gaps currently exist, identified through recent research and consultation with children, young people and their families. Capital funding will also enable us to substantially enhance the new adventure play park at Florence Hayes Recreation Ground in Upper Edmonton by funding Phase 2 of that development. Phase 1 is part of our BIG Lottery Play Programme. The capital grant is a total of £2,145,717 over two years until March 2010.

Revenue will support project management and the recruitment and training of additional play workers and other staff to supervise some of the activities, including those at the adventure play park. The revenue grant is a total of £494,678 over 3 years until March 2011. Play spaces must take into account the new DCSF design and build guidelines and be inclusive, innovative and creative encouraging physical activity. Facilities must be attractive to the 8- 13 age group in particular. Enfield is also an Aiming High Pathfinder for Short Breaks for Disabled Children, which will enhance our existing joint working and create greater capacity for developing inclusive play opportunities across the borough.

The further development of the strategic importance of play is also a key priority and the Pathfinder presents the opportunity to build on this, including improving joint working with key departments such as Housing and Planning and raising community awareness of the benefits of play. (YLC 5)

3. The Youth Support Service

The aim of the new Youth Support Service is to provide universal yet differentiated support to young people recognising that some young people need more support than others and that their needs change as they progress through their teenage years.

The creation of a targeted and integrated Youth Support Service will pull together the combined resources of Connexions and the Youth Service in Enfield into a coherent whole providing a seamless and joined up package of support to young people. Critical to the success of the new arrangements will be to develop a coherent universal offer and a targeted and differentiated approach that responds to the needs of all young people. It therefore must be recognised that some young people will only need ‘light touch’ support at key decision points, whilst others will need more intensive and sustained support over longer periods as they tackle multiple barriers to progression.

At the core of the Integrated Youth Support Service Strategy will be the drive towards a preventative approach, reducing the demands on statutory services by intervening earlier and identifying and supporting young people a risk. Building on what is already working well, it will also be important that future arrangements are able to enhance service capacity through community based needs, early assessment and subsequent targeted support will aim to tackle longer term or more complex barriers to progression.

To best achieve the Council’s objectives and targets, the Youth Support Service proposes to prioritise its resources with a strategy that seeks to make better provision, more often, in key areas of the Borough and to create a greater targeted presence in schools. Working in partnership with schools and other providers, both statutory and non-statutory, from the public, private and third sector will be central to the way the service works. Currently the greatest need in the Borough for enhanced youth provision is in Edmonton. The proposed strategy for the Youth Support Service over the forthcoming planning period is to develop a ‘Youth Offer’ as a coherent package of support to young people in Edmonton consisting of

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four main strands27 reflecting the challenges set out in Youth Matters, the Government’s Youth Green Paper published in July 2005: The Vision - The service is optimistic that significant developments will follow the successful adoption of a new structure and the development of new ways of working together. Foremost of these are:

• The upgrading of current buildings to make them not just fit for purpose but attractive to all potential users. Craig Park and Ponders End will be the first to benefit. In addition to this substantial upgrading, it is expected that additional resources will be made available to greatly increase opening hours of youth centres. It is hoped that, initially, sufficient resources will be found for Craig Park and Ponders End to open 7 and 5 days a week respectively

• The development of work with schools. All teams will be required to develop planned work that helps schools support those young people likely to become NEET.

To achieve the support from the Council to enhance provision the YSS will need to demonstrate, not only value for money, but also the ability to use available resources wisely. The Service must therefore be confident in their ability to work collaboratively and achieve outcomes using the considerable skills available within the staff team.

A. Targeted Youth Support - Providing better and more personalised intensive support for individual young people who are in greatest need and at risk. Ensuring that young people most at risk receive the support they need to tackle barriers to progression and that they are able to achieve their potential. For young people facing more complex challenges, the new Service will aim to provide support to them before their issues become acute. This preventative approach will aim to address their needs so that statutory or specialist intervention can be avoided.

It is proposed that a locally based Youth Support Team will be set up with members drawn from the various Partners working together to provide continuing tailored and targeted support, developing a more integrated multi agency preventative strategy. Targeted Youth Work group interventions that lead to recorded and accredited outcomes for young people will provide informal learning and the development of personal and social skills, thus raising self esteem and confidence building. These will contribute to a constructive, challenging and rewarding experience for young people for whom formal learning has not been successful.

The Targeted Youth Support Team will be developed from elements of the existing Youth Service and Connexions and could be developed to include a wider range of staff providing preventative support. This could include: Behaviour Support Teams, Elements of the Education Welfare Service, Teenage Pregnancy Strategy, Youth Offending Service, Leisure Strategy, Drugs Strategy, Police.

B. Positive Activities (things to do, places to go) - Engaging more young people in positive activities and empowering them to shape the services they receive. This recognises the need to create an approach to the development and delivery of Positive Activities that is both affordable and responsive to local needs. If Enfield is to achieve the vision set out in Youth Matters and the outcomes expected in the ‘Positive Activities’ Guidance, we need to develop a new approach that is both responsive to local need and is deliverable within available funding resources. (YLC6)

This can only be achieved through a commitment to partnership work involving the Third (Voluntary and Community) Sector and Schools working together with the Youth Support Service.

C. Volunteering and Making a Positive Contribution - Encouraging more young people to volunteer and become involved in their communities. Young people could be involved in decision making within the Integrated Youth Support Service and linked closely with

27

The Edmonton Review 76 arrangements being developed for Youth Engagement and the Enfield Youth Council. The range of ways in which young people make a positive contribution include: - Projects that support young people in identifying local needs or problems and taking action to address them - Youth Councils or Youth Forums – structures for supporting young people’s involvement in democracy and their involvement with local or national decision makers - Young people engaged in a wide range of voluntary action with vulnerable groups in their local communities - Young people helping to shape local services e.g. through consultation, service delivery, evaluation or inspection - Peer education, mentoring, or other projects through which young people educate or support other young people - Young people managing and delivering, or helping to deliver youth provision

D. Youth Centre Provision - For any capital or revenue growth we would see the priority to be to develop provision at Craig Park Youth Centre in Edmonton. The Council’s vision is that this centre is high priority where the service should aim to achieve daily opening for young people up to 7 days a week, at least 8 hours a day with a target of 12 hours per day. Resources allowing, we would extend this pattern to all our youth centres. Already, thanks to better application of PAYP funding, Craig Park operated 5 days a week opening for two weeks of activities at Easter 2008 and 5 days a week for most of the summer school holidays 2008. This is expect to continue during each school holiday period.

However, The Council currently lack the staffing resources to achieve this level of opening and take full benefit of the programme money available. The priority for revenue growth therefore is to provide sufficient staffing support at Craig Park Youth Centre. The current shortfall is identified in Table 4:1.

Table 4:1 Craig Park YC - 7 days/wk Additional FT staff costs £56,990 Two additional professional YSS staff Additional PT staff costs £42,915 Additional hours – YSS staff Additional admin costs £12,000 Additional caretaking/cleaning £3,000 Staffing on -costs £28,000 Other Maintenance £3,000 Services £1,500 Programme costs £6,500 Total £153,905

The Youth Support Service currently has a second youth centre in Croyland Road in the northern end of Edmonton. Croyland Youth Centre largely caters for different young people, with many uncomfortable in the current climate to cross the border between N9 and N18. Staff at these centres have worked well together and continue so to do, to dispel these fears but potential conflict remains. Croyland is experiencing much success at present with regularly 30 or 40 young people attending club nights, greater numbers during holiday periods and up to 200 for special events. It is proposed to leave Croyland open as usual for the time being and monitor its use when we can achieve enhanced opening at Craig Park. (YLC 6)

E Schools provision Currently the Youth Support Service is piloting a plan to offer support in secondary schools to those students (particularly Y10 and Y11) who the school has identified as being at risk of becoming NEET after Year 11. The intention is to not only support these students by helping them to deal with non-academic barriers to achievement in school, but also to have formed relationships with them such that if they do not have a positive outcome after GCSE, Youth Support Service can engage with them more easily to help them progress. A pilot is ongoing in Chace Community School and will commence at Broomfield School in September. This will run until June 2009. It is proposed that any further growth money be applied to extending

The Edmonton Review 77 this provision in Edmonton schools. Connexions staff already have a presence in all Secondary schools. Working in partnership with these workers, it is expected that much can be achieved to further reduce NEET numbers in the Borough. (YLC 6) Summer University and Positive Activities for Young people (PAYP) 2008 The new Youth Support Service has been successful in a bid for Summer University. To our £33,000 will be added £33,000 from London SU and £33,000 from the Jack Petchey Fund. This provides summer activities across the Borough but with a significant part focused on Edmonton.

The PAYP funding for 2008 to provide activities aimed at the most vulnerable young people (aged 11 to19) amounts to £422,091, increasing to £725,131 for 09/10 and £941,588 in 10/11. Because this fund is focused on those young people most likely to be perpetrators or victims of crime or vulnerable for some other reason, a large proportion is likely to be directed towards providing activities during school holiday times for targeted young people in Edmonton. See Chart Ch 7:1

The London Development Agency

The Authority has made a successful bid (£492,948 over 2 years) to the London Development Agency for funding to support the development of youth provision. It will also enhance the national programmes under Youth Opportunity Fund (YOF), Youth Capital Fund (YCF) and Positive Activities for Young People (PAYP) and to support additional disadvantaged young people in Enfield and meet the London Youth Offer objectives.

Enfield’s approach to the LDA PAYP funding is to identify specific projects targeted at young people who we have found particularly hard to engage. Enfield has planned 7 projects in this category as well as a co-ordination post for summer activities. This programme is additional to DCSF funded PAYP and YOF/YCF programmes. This element includes targeted work with the most vulnerable, including support for a programme to engage with the most difficult to reach in neighbourhood schemes that will promote and deliver a programme of multi-sport activities for young people to reduce social exclusion and levels of crime and improve community cohesion within estates targeting priority groups such as, women, BME, disabled and local clubs. This element is likely to receive support from Sport England as part of its strategy to prepare for the London Olympics. See Chart Ch 7:1

Project 1 - DISADVANTAGED YOUTH PARTICIPATION WORKERS - To employ 2 part- time (12 hrs per week each) workers to help ensure the most disadvantaged young people in the borough have equal opportunities to participate in all areas of their life outside education and work. Working with other colleagues, they would identify the most disadvantaged and encourage their participation, negotiate places on PAYP, Summer University, YOFE Panel and other activities provided by both statutory and voluntary agencies and support their continued involvement. In particular they would aid the most disadvantaged young people in generating projects with YOFE support to meet their needs and the needs of other disadvantaged groups.

Project 2 - ANGEL COMMUNITY CENTRE - The funding will be used to provide before and after school activities for young people in the Upper Edmonton area of Enfield. Young people from the area currently attend the Fresh Start provision for children at risk of permanent exclusion from school. The Fresh Start project is housed in Angel Community Centre which also houses an Integrated Support Team and runs community activities for all age groups. Consultation with the community during the development of the centre showed that there is a lack of activities for young people on that side of the A406 North Circular Road which is a geographical boundary in the Borough. The young people attending the Fresh Start provision will work with their tutor and the project manager to develop appropriate activities which can take place in and around the centre. The funds will be used to provide activities for young people before and after school. YOFE capital in the future will provide equipment for music and sports activities as chosen by the young people.

Project 3- SEX AND RELATIONSHIPS EDUCATION - The purpose of this project is to identify and engage with up to about 20 young people and work with them using group work and individual coaching and mentoring through the medium of performing arts. The project would help these young women acquire the skills and confidence over the period of up to a year, to develop a performance, possibly theatre or dance, that they can then perform in local schools, youth centres and Millfield Theatre. In addition to the immediate benefit to the young women involved in the group we would want them to share their own experience of the process with their audiences with a view to promoting the opportunity to sustain the project over a longer period.

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Project 4 - YOUTH MOTOR PROJECT AND WORKSHOPS - To improve access and use of existing Youth Service workshop and motor project provision to support vulnerable young people to gain new mechanical skills in order to enhance training and employment prospects. The funds will be used to improve the use of current resource by providing school holiday programmes and daytime provision in term time with targeted groups at risk of exclusion.

Project 5 - ENFIELD SUMMER UNIVERSITY - To employ a co-ordinator for Summer University from 1 April until end September. This post is needed to progress the development of Summer University opportunities for young people across the Borough and ensure that all activities are effectively co-ordinated and targeted at hard to reach groups. One important outcome is to enthuse young people regarding the London Olympics. An extensive programme of participation in sport has been arranged with the Council’s Sports Development Team. As 2008/09 is the first year of Summer University in Enfield, the intention is to run the programme during the summer only in the first instance. There will be a review of the programme in September when the outcomes will be evaluated against cost, and decisions taken regarding the future. It is the intention to extend this provision gradually across all school holiday periods if resources and capacity allow.

Project 6 - JUNIOR CLUB PROGRAMME AT PONDERS END - This project is located outside the Edmonton area but is just on the northern boundary. To support an initiative by the local community to provide weekly activity sessions for 8 to 12 year old young people in an area where there is great need for younger people to spend their spare time in a safe environment. The Youth Service itself no longer makes direct provision for this age group but recognises the value of good quality activities for them. Discussions have taken place with local residents who are willing to manage this provision, provided sufficient finance can be found to run activities.

Project 7 - VOUCHER SCHEME FOR MOST DEPRIVED YOUNG PEOPLE - This scheme would allow young people who are the most disadvantaged in the Borough to participate on an equal basis in all activities open to them. Some activities on offer through the Summer University and other providers may, by reason of cost or distance, preclude some of the most disadvantaged. This scheme would allow a “voucher” to be allocated to young people who met certain criteria and were recommended by an appropriate professional to enable participation. The details, including the eligibility criteria, are still in discussion but a commitment to find a way for all to participate equally in all activities is being sought.

The allocation of funding for the first 2 years is as follows:- Chart Ch 7:1 Projects costs – Revised Cost categories Year 1 Year 2 Total Capital Expenditure YOF YOF Inclusion project £40,000 £40,000

Studio Ponders End £22,607

Kitchen Ponders End £30,000

Total Capital £92,607 £40,000 £132,607 Revenue PAYP YOF PAYP YOF Expenditure

Inclusion Project £10,000 Disadvantaged Key £11,000 £23,500 Workers

SRE Teenage £5,868 £16,000 £8,000 £16,000 Parents

Motor Project £21,500 £21,500

Summer University £9,000 £11,000 Co-ordinator

Supporting young £18,000 £18,000 people into youth work

Ponders End Junior £5,000 £5,000 Club

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Participation Voucher £10,000 £10,000 Scheme

Angel Centre Fresh £25,500 £10,368 8000 Start support

Music Project £8,000 £2,000 10000 Targeted activities to £5,000 £36,607 be confirmed by YOF panel and other priorities that might arise

Management costs £12,000 £23,500

Total Revenue £130,868 £23,000 £130,868 £75,607

Total Capital + £130,868 £115,607 £130,868 £115,607 Revenue £492,950

2. Myplace Funding

Another source of potential funding is the Myplace project, administered by the Big Lottery Fund on behalf of the DCSF. This project will fund capital projects in England aimed at developing improved facilities for young people28. Grants of between £1 million and £5 million are available to fund new or refurbished youth facilities, which deliver all four of the following outcomes:

• More young people, parents and communities feeling that young people have attractive and safe places to go in their leisure time where they can get involved in a wide range of exciting activities; • More young people, particularly the most disadvantaged, participating in positive leisure time activities that support their personal and social development; • More young people having access to information, advice and support services; and • Stronger working between local authorities and third, private and public sector partners to plan, deliver and operate financially sustainable facilities with and for young people.

All four of these outcomes are directly applicable to Edmonton and the CAP 2 area. All bids will need to demonstrate the active participation of young people in the development, design and future running of the project, genuine partnership between public and third and/or private sector organisations, and financial sustainability to ensure projects’ long-term viability. All bids must be approved by the Chief Executive of the Council (even if the Council is not directly involved in delivering the project), to make sure they tie in with the Children’s Trust’s strategic aims.

All bids have to be submitted to the Big Lottery Fund by the end of September 2008. Initial notification of success will make in February 2009, with final decisions (following approval of more detailed business plans) being taken in January 2010.

The major development at Edmonton Green undertaken by the Edmonton Partnership Initiative, required the use of open space to the rear of Edmonton green. This space included the Plevna Road play facility which local young people used widely for leisure and recreation purposes. To recognise this loss of facility a financial obligation (£500) was secured in 2003 through the S106 agreement with St Modwen Plc in to mitigate the impact of this loss. To date £400K has been received and a further £100K is expected in due course. The £400k was to undertake community benefit work, meaning the landscaping and improvement to the existing open space in the vicinity of the application site and the provision of a purpose build children’s play area/community facility. So far £100k has been released to develop the MUGA at the Angel Centre in Edmonton.

28 ‘Young People’ refers primarily to 13-19 year olds or up to 24 for young people with learning disabilities.

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Under a deed of variation in April 2004 the following variation was agreed. This deed changed the definition of community benefit works and replaced it with the following definition, “Means recreational provision or amenity space works in the vicinity of the application site as the Council may deem appropriate or necessary to meet the needs of the local community”. This change of definition allowed the works at the Angel Centre to take place.

The new definition included three provisions under the wording of vicinity, these were:

a) any park improvement or facility improvement/provision funded from these monies must be available to, and meet the needs of, the community local to the development; b) general parks maintenance expenditure would not be covered c) vicinity indicates a distance of 1.2K from the development incorporating Pymmes, Jubliee and Craig Park.

There is currently a seven year deadline to utilise this funding. Therefore a scheme for the use of this funding must be developed and completed by 2010.

In addition to this S106 funding a further allocation of funding was received from Green Horizons (£250k), £116k of the Green Horizons funding has been released to the Montagu Road site to rebuild a community facility on the site to provide a purpose build boxing and exercise facility to engage local young people in purposeful activity. An additional sum of £158K was received from the insurance payment from the damage to the Bowls Club and the Parks Infrastructure Capital bid of £200K was earmarked for the much needed improvements to the Park. This provided a sum of capital funding in excess of £900K, which was to be utilised for the project.

Initially a project to utilise this funding was developed for the refurbishment of the Craig Park Youth Centre. The idea for this project was conceived following the allocation of monies from St. Modwen Properties and Green Horizons. Following a meeting held on the 5th May 2007 between Councillors and Officers to discuss options of how the money will be spent. It was agreed the funding would achieve maximum benefit if it were invested into Craig Park and Montagu Recreation Ground. Craig Park in particular presented a great opportunity to improve access to quality open space and service provision for children, young people and families within an area of the borough deprived of these much needed resources.

With this in mind, a Project Team was established to explore options for park improvements and the replacement of the burnt out Bowls Club building. It is intended that the park improvements will extend beyond the boundaries of the actual park to include the Youth Centre. It was envisaged the centre would continue to offer Youth Service provision as well as establishing the opportunity for stimulating play for young people and their families. It will provide a safe, supportive environment for all sections of the local and surrounding communities. The centre was also considered to be designated as a “Children’s Centre” and would offer the full range of family support services appropriate to address both local need and government requirements.

After much discussion and taking into account the Section 106 terms and levels of deprivation it was agreed that Craig Park would be the most appropriate location for the much needed investment. The Craig Park Improvement Project clearly complied with the Section 106 terms whilst also achieving the Council’s strategic objectives. This project would also go a long way to mitigate the loss of open space and accessible services specifically around the Edmonton Green area.

At this stage a range of alternative options were considered. Initially it was felt that the funding should be used to carry out adaptation work to some existing accommodation at The Green to enable it to be used for local community groups. However with the loss of open space in Edmonton arising from the EPI, it is felt that the appropriate priority is to address issues relating to open spaces/parks in the vicinity of Edmonton Green.

With regard to the replacement of the burnt out Bowls Club, initial thinking was to reinstate the building for provision of Youth Services as the Bowls Club had creased to function

The Edmonton Review 81 before the fire destroyed the site. However given the close proximity of the Youth Centre it would be more appropriate to fund the revitalisation of this existing facility. Currently the building caters for the needs of young people aged 13 to 19 with Youth Clubs during the evenings and in school holidays, together with a regular nursery group and other ad hoc provision.

In addition to the Craig Park Improvement Project a share of the Green Horizons funding is to be allocated for the improvement of the community building in Montagu Park.

However since this Craig Park plan was developed and discussed by the Council’s Management Team it was felt that the plan did not represent good value for money and that it should be reviewed by this strategic review of facilities for young people. In addition, the new management of the Youth Service would like to reconsider the use of the site to ensure that the most disadvantaged and difficult to engage young people are catered for in this youth facility. This would conflict with the aspiration for the site to become a Children’s centre and community centre. This change is direction is also supported by the new funding available under the Myplace funding identified above. The Myplace funding would allow a much bigger investment (up to £5 Million) to be made into the site and the local park if the application is successful. Therefore a new plan for the development of Craig Park has emerged from considering the Myplace funding possibility.

Taking into consideration the changes to the definitions to the S106 funding and the additional funding from Green Horizons, Parks Infrastructure and the insurance claim it would seem essential to get maximum benefit from the available capital funding. The allocations of funding so far means that the following funding is still available to be considered.

Total funding now available:

Funding Source Notes £130,000 Green Horizons Must be spent in Edmonton area but purpose not restricted £375,000 S106 St Modwens Must be spent in Edmonton area but purpose not restricted £100,000 Parks Infrastructure Must be spent in Edmonton area but purpose not restricted Capital £158,000 Insurance Payout Must be spent in Craig Park and needs to be match funded. £763,000 All capital funding. NB. From the original funding, £116,000 has been allocated to Montague Park, £100,000 (approximately) to the Angel Centre and £25,000 (approximately) on feasibility studies for the earlier proposal.

Taking into consideration the possible change I the funding regimes it now seems that a wider range of possibilities exist, these are: -

Plan A – if the Authority secures Myplace funding Use the insurance funding, matched by the Parks Infrastructure capital (to comply with requirements of the insurance payout), to match-fund the Myplace bid with an additional £258K. This will make the Myplace proposal more attractive to government, provide some extra funding for the centre, and provide an opportunity to improve the park. Should the bid fail then the funding could still be used on the site to make improvements and improve the facilities available for young people in the park. This leaves a potential balance of £505,000 for other developments in the Edmonton area.

Expenditure from this sum could be determined through extensive community consultation in the area, with both adults and young people. There is evidence from previous consultation of the need for both better multi-generational community facilities and better facilities for children and young people in a number of locations, but exactly where and what these should be is not yet clear. To pursue this option we would need to identify possible locations to propose to the community, where building or renovation of this size would be beneficial.

This development would be overseen by the Place Shaping, Parks and Enterprise Department, who would need to work closely with the voluntary sector and community

The Edmonton Review 82 groups to identify sustainable revenue funding streams to run and maintain any facility. The options to consider would include:- Plan B – if Myplace funding is not secured Use the full balance of the funding to develop Craig Park as an attractive youth centre, open all day 7 days a week, and to renovate the park. This is similar to the existing plan but amends the proposal for a 0-19 Children Centre; instead allocating the funding to develop a base for targeted youth provision in the day and universal youth activities in the evening.

Plan C - if Myplace funding is secured A. Allocate £258K to Craig Park and use some/all of the remaining £505,000 to renovate the Pymmes Park Community Centre. This is a good size facility on the south side of the park. It is currently used for most of each day by the Stroke Association for therapeutic and social activities and is also used by two or three other community groups. However it could be under-utilised given its size; this would need evaluation. It is not suitable for young people’s use in its current form because its main entrance fronts the North Circular rather than the housing that surrounds the north and east ends of the park. This means that young people are likely to end up crossing the park in order to get to and from the centre, posing a safety risk. Therefore it may be better suited as a community centre.

Again, research and consultation would need to be conducted to establish whether there is a need to spend money on the site and whether that would attract more usage, or whether the site is adequate as it is. We would also need to consider whether existing facilities management arrangements are adequate if more groups used the site, or how additional revenue funding could be secured.

OR

B. Allocate funding to Craig Park and develop a second site for young people and/or for the community extended from or adjacent to the Changing Rooms at Pymmes Park. The changing rooms appear to be fit for purpose at the moment. As the football pitches are consistently fully booked, the building is likely to be operating at capacity. Altering the facility into a youth or community centre in its current form would mean either a reduction in space for changing facilities or no changing facilities at all which would impact significantly on football in the park. Therefore any building would need to be built onto/next to the changing rooms. If a building is developed here for young people, there are similar issues with open access to the park as above, though the site is situated at the north end of the park near housing. Any facility would need to take this into account. Additionally, we would need to consider where revenue funding would come from to run this centre, if Craig Park was developed for youth service use.

OR

C. Build or renovate a centre in Edmonton Green to deliver information, advice and guidance, youth activities and fitness facilities (in conjunction with the proposed development to locate a gym and dance studios at South Mall (YLC2)). It is a neutral, central and accessible location. Delivering a service in conjunction with the Sports Development team may improve opportunities for revenue funding for a facility but more work would need to be done to identify funding possibilities.

This option would need extensive consultation with young people in particular to identify what they would want/need and whether they would use a facility in Edmonton Green. The consultation undertaken for this review would confirm that young people would be interested in a purpose built facility of this nature to be designation for their own exclusive use. (YLC 7)

4. Use of schools Buildings

Some school leaders are willing for facilities to be used when schools are not in session, making more effective use of resources and facilities, especially during “downtime” at weekends and school holidays. In CAP 2, primary schools have discussed the need to establish safe places for young people to play and meet for activities. This could be good use of the extended school grant. However, schools would need to review their charging

The Edmonton Review 83 policies to enable more activities to be affordable, especially those for disabled young people. (YLC 9) One school is considering the provision of a Saturday afternoon club, offering sport, craft, and social activities but would need help and significant resources for this. If successful, the activity might eventually extend to secondary age young people and operate during school holidays.

5. Effective advertising of the activities and services available.

Advertising of services and activities available is seen by most participants as being extremely important. It is generally felt that we need a dynamic way of attracting attention to what is available. Many of those interviewed thought that activities should be advertised more effectively. (YLC 10)

They suggested: ƒ There should be more advertising, “ What we don’t know, we don’t do”. ƒ Advertising needs to be more targeted and widespread, “ If I don’t see it advertised, I forget” ƒ Advertising should be through schools. Many schools welcome opportunities to advertise events, etc. Learning Mentors to be involved. ƒ Activities as those run at the Ark should be widely advertised ƒ Adverts “Wrapped around” free newspapers are effective and would be welcomed by both young people and their parents. ƒ An information and provision map available on both the website and in hard copy would be very helpful. ƒ Opportunities should be available for non-able-bodied as well as able-bodied young people, together, so SEN facilities and provision should be provided. ƒ Faith groups provide leisure facilities and activities included in any provision map, as appropriate.

To respond effectively to this request it is recommended that the ECSL department considers the implementation of a scheme to place the ‘Life Channel’ in all secondary schools, youth centres, doctors surgeries and libraries were young people can access advertising and information. The Life Channel is one of Europe’s leading captive audience network systems. Delivered via broadband the channel provides information, educational and entertaining content that embraces the healthy living and wellbeing focus. It is an interactive two-way television network, whereby students and young people will be able to view programming and messaging driven by the school, Youth Centre and the Authority. Regular campaigns for health issues, such as teenage pregnancy and obesity, can be offered with confidential help lines and messages giving information without resorting to costly leaflets and other printed material. The students will also be able to create bespoke messaging and programming for broadcast on the network as part of the educational and life skills curriculum promoted by the school or youth club. (YLC 10) Early analysis of the cost indicates that around 16 screens in total would be required to cover the number of institutions need ed in CAP 2 at a cost of £37,000.

6. Youth Offending Service

There can be no doubt that the Enfield Youth Offending Service will be highly stretched as a result of the high number of young people in Edmonton involved with YOS and the loss of grant funding for some of the existing team members. See Section 5.1 The five Edmonton CAP 2 wards provide the highest number of YOS clients when compared to Enfield as a whole. In order to provide a good and safe service the YOS needs at least one senior Practitioner post, another 0.6 (making a whole) Psychologist post, three more Post Court Case Manager post, an Anger Management Worker, a direct support worker, a second parenting worker (for more statutory parenting work), another 2.1 admin / reception posts and funding for more sessional workers for reparation activities; Approximately £405K more funding per year over the current level of funding. This level of staffing would mean that the YOS would be able to provide a good level of monitoring and intervention and YOS performance would be enhanced. See Appendix 8

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As can be seen from the above, extra funding is dependent on what level of service is required and what level of risk the community is prepared to accept in the provision of services. At a time of heighten anxiety in the community as a result of the recent murders in the area the YOS needs between £85k and £405K extra funding to work with the numbers of clients that are currently being processed through the criminal justice system. The consequences, both positive, if the funding is granted and negative if it is not, are clear.

It is therefore recommended that the Enfield Strategic Partnership consider how this funding should be made available to the YOS to meet the needs of an ever increasing client base. (YLC11) There would appear to be two further priorities that would help to support the work of the service. Firstly, Improved Educational provision and Entry to Employment (E2E) provision, especially E2E for young people coming out of custody. The YOS need the PRU to have more capacity and we need training organisations / employers who will take on offenders. We need to make sure we have adequate E2E provision for our young people. (see Chapter 6 )

Secondly, the YOS need a quality mentoring programme set up in the Borough that support young people as an addition to their YOS orders or as an exit strategy. The service needs a programme that is made up of all cultural groups and can particularly match successful, professional people who can work with and support young people for about a year and help them to see how their lives could develop if they make the changes necessary. For example, a man who runs his own plumbing business by day meets with a young person allocated to them for once a week for a year, takes them out and develops a relationship based on respect, trust and understanding and the mentor, through social interaction, develops a belief in the young person that you can get money and respect through hard work and not just crime. Naturally all montors would need to be CRB checked. (YLC 11)

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Recommendation

YLC 1 Increase the participation rates in leisure activities by: a) reducing the costs of entry to ELCL facilities to a £1 per activity b) increasing swimming for U16s by applying for the swimming grant from government to enable free swimming in the Borough from April 2009.

YLC 2 Provide further opportunities to young people to engage in physical fitness and dance by relocating the young people’s gym from the Edmonton Leisure Centre to a carefully sited facility in the Edmonton Green shopping centre.

YLC3 Provide further leisure and culture facilities as part of the place shaping strategy for Edmonton and Central Leeside as identified in the Open Spaces Strategy

YLC 4 Focus the Sport England Community Investment Funding (CIF) for both an Estates based sports programme and a Women and Girls Programme. To ensure that the programmes should concentrate on the Edmonton area with a specific target for increasing participation from the Edmonton post code areas, specifically N9 and N18.

YLC 5 Use the Play Pathfinder to extend the free open access reach out and play activities in parks and open spaces, alongside other funding. Ensure that local children and young people are involved in the design of play spaces, through schools and other services and promote the active involvement of hard to reach groups such as BME groups, children and young people with disabilities.

YLC 6 A well resourced Youth Support Service, including:- a. a programme of Positive Activities for young people which takes account of their views and is accessible to them at times which most meet their needs e.g. after school and weekends and all day during school holidays: b. further funding for the new service to allow the service to open for 12 hours per days, 7 days per week. c. Ensure that the PAYP Group is established and that the Strategy reflects the particular needs identified in the Edmonton area. Ensure there is a co-ordination of future youth provision in the Edmonton area. d. Ensure that the CAP Board is involved in future funding bids and the development of new activities.

YLC 7 Submit the Craig Park development bids for the Myplace funding in line with Government guidelines and ensure that: a. any successful application is used to improve Craig Park Youth Centre and the surrounding park area. b. Ensure that funding for other schemes are considered in a timely fashion to meet the S106 deadline and to use the remaining funds should the Myplace funding bid be successful. Plan A to refurbish the Pymmes Park Community Centre, would be the preferred option. c. Approve the release the funding for the Montagu Road scheme to allow the boxing club to redevelop the internal facilities in the building bringing it up to the required standard. (£116K

YLC 8 Encourage schools to review their policy on hire charges to enable more partnership working and to provide more inclusive provision for children with disabilities and special needs.

YLC 9 Advertise activities more widely – possibly through free papers, fliers, advertising in vacant shop windows, through schools, texting services, Children’s Centres. Introduce the Life Channel to schools, youth centres and libraries to improve communication with young people.

YLC10 The Enfield Strategic Partnership should consider how the loss of grant funding for the YOS, could be mitigated to enable the YOS to meet the needs of an ever increasing client base.

YLC11 The ECSL department must consider the exit strategies for young people emerging from the YOS through the 14-19 Strategy and the employment strategies to ensure that both educational programmes and mentoring is available to them. By developing this additional provision and support in the community for targeted and vulnerable groups of young people in the Edmonton area further reductions in offending can be achieved.

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Chapter 6. Employment, Regeneration & Enterprise

NI and LAA Targets:

NI 6 Participation in regular volunteering – Target increase to 1400 from 1326 by 2009 NI 118 Take up of formal childcare by low-income working families – Target from 15% to 21.5% by 2011 NI 153 Working age people claiming out of work benefits in the worst performing neighbourhoods from 28.5% to 26.5 by 2011 NI 151 Overall Employment rate (working-age) – to be confirmed. NI 163 Working age population qualified to at least Level 2 or higher. Target from 66.2 to increase by 3.8% by 2011.

Narrowing the Gap Challenge: Enfield’s economy is relatively weak and has not benefited from the trends that underpin the buoyant economic position enjoyed by London as a whole in the last decade. Enfield has a healthy enterprise culture and is ranked as 59th in Britain. However there is a high level of business ‘churn’ with high business formation and closure rates, as well as an above average self-employment rate relative to national levels. The overall employment rate for Enfield is on an uncertain trajectory. Since 1999 it has generally tracked the London average which has now dropped to 69%. The most recent data shows a sharp improvement to 72%, but this may be the result of a single year’s atypical data. Enfield has identified two priorities that will have a positive impact on employment rates. 1. Participation in formal volunteering is one way of enabling people to begin to engage with the world of work through the development of self-confidence and skills. Volunteering also makes a contribution to the development of stronger communities. 2. Encouraging low-income families to use formal childcare will help more women into work and should also improve attainment as children will be better prepared when they start school. There is a marked skills deficit in the Borough. Around 30% of our residents have no qualifications or are skilled to a very low level. A major challenge is to ensure that all residents have a least the basic employability qualifications and have the opportunity to progress in work. Raising the attainment levels of our young people and providing them with vocational learning that will meet the needs of employers is also a key priority.

The challenge would be to close the gap in the number of: a) Reduce the number of JSA claimants (Average per ward) at Feb 2008 from CAP 2: average 385 per ward to at least 244 per ward to reflect the Enfield average and beyond. b) Reduce the number of JSA claimants (Average per ward) at Feb 2008, from CAP 2: average 131 per ward to 83.3 and beyond JSA Claimants (Average per Ward) JSA Claimants Aged 18-24 (Average per Ward) (February 200 8 Source: DWP) (February 2008 Source: Nomisweb Labour Force data)

All Enf ield All Enf ield

CAP 2 Area CAP 2 Area

0 100 200 300 400 500 0 50 100 150 Enfield: 5130 JSA claimants at Feb08 (ave 244 per ward). CAP2: 1925 (ave 385 per ward) Enf ield: 1750 claimant s at Sep 08 (ave 83.3 per ward). CA P2: 655 (ave 131 per ward)

6.1 What do we know about Edmonton / CAP 2?

The Enfield’s Skills and Employment Strategy 2008-2011 indicates that young people may be missing out on gaining employment at an alarming rate.

“In Enfield a very high percentage of this age group are economically inactive (rather than unemployed) – some 43% compared with averages of 29% for London and 24% nationally. Although some of this age group may be in full time education (82% in Enfield 16-19 and Enfield has slightly more students than other outer London Boroughs) this will have only a slight effect on these numbers. It is more likely these data indicate that the Borough has a population group that has not made an effective and lasting transition into the labour market. (Enfield’s Skills and Employment Strategy 2008-2011)

The population aged 20 to 24 represents about 15,000 of Enfield’s total population. Of these, a declining proportion is in employment. Since peaking in 2001 when 74% of the age group were employed, this percentage has now slipped back to 64%. See Graph 6:1 Although information is not available for Edmonton specifically, we can assume that Edmonton CAP 2 area is potentially much higher than the figures below.

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Graph 6:1 Employment rates

Because of sampling variability in the Annual Population Survey from which this data is sourced, the numbers need to be interpreted with considerable care. However, the data is underlined by the recent trends amongst benefit claimants who are aged under 25. Graph 6:2 This shows that claimant unemployment in the age group has been rising since about 2001 having fallen sharply in the late 1990s.

Graph 6:2 Benefit claimants aged less than 25 in Enfield 1999 to 2006

The graph above shows that the number of young adults claiming JSA, Incapacity Benefits or Lone Parent Income Support rose from 2,500 to almost 4,000 between November 2000 and November 2006. Comparison with adjoining Boroughs also reinforces these conclusions and suggests that the low employment rate problem seems to be concentrated amongst younger women. As the Chart 6:3 below shows, there is a marked gap in the employment rates for young women in Haringey, Waltham Forest as well as Enfield. But, it appears to be greatest in Enfield where only 47% of 20-24 year old women are working compared with 80% for young men.

Chart 6:3 Employment rates (young people aged 20-24)

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Like all London Boroughs, Enfield has made considerable efforts to address the problems of poor school to work transition especially amongst the 16 to 18 age group. The population that are categorised as Not in Education Employment or Training (“NEET”) currently represent 7.2% of the Borough’s young people. Chart 6:4

Chart 6:4

In 2007 Enfield’s percentage NEET29 was therefore a little worse than both the London and England averages (respectively 6.4% and 6.7%) in 2007. However, it was slightly higher than Waltham Forest and Barnet but significantly lower than Haringey. Enfield also has a 16-18 age group population whose status is unknown and this represents 6.1% compared with 4.1% in Waltham Forest and 4.4% in Barnet. The equivalent figure for London is 5.6%. In June 2008 the NEET figure for Enfield had fallen to 6.0% with total NEET figures for Edmonton being much higher. In Edmonton in June 2008 the numbers of NEET young people, out of the NEET population for Enfield, was 42%. This equates to 172 young people in the CAP 2 area, with Edmonton Green having the highest number 47.

Chart 6:5:-

Edmonton 16 17 18 Total % Edmonton Green 5 22 20 47 11.6% Lower Edmonton 3 21 14 38 9.4% Haselbury 1 16 14 31 7.7% Jubilee 1 11 16 28 6.9% Upper Edmonton 2 14 12 28 6.9% 12 84 76 172 42.5%

To assist with these high numbers, the Council has established a Job Brokerage service to tackle worklessness and assist local people to get into jobs. Collaboration is also taking place with Job Centre Plus to fill the new vacancies coming up in ASDA in Edmonton Green with local people.

Enfield, Haringey and Waltham Forest are working towards the establishment of the North London Pledge. This will deliver a “Pathways into Employment” programme aiming to help local workless people to acquire the skills to get a job. The intention is to establish the Job Brokerage Service at a Jobcentre Plus base in Edmonton to facilitate better access to the

29 Source: www.dfes.gov.uk/14-19/index.cfm?sid=42 The definition of NEET is the average of those identified by Connexions at the end of November 2007, December 2007 and January 2008. The NEET total excludes young people on gap years or in custody and is adjusted to include a proportion of those whose status is not known. Enfield’s Skills and Employment strategy

The Edmonton Review 89 client groups. A future further development, if funding could be found, would be a Youth Job Broker.

LSC Funded programmes focussed on Edmonton

The LOCAL Learning and Skills Council (LSC) works closely with the Local Authority to tackle the obvious social and educational needs in Enfield and more specifically in the Edmonton area. The LSC is responsible for post-16 education and training and discharges this responsibility through the following initiatives:

• School Sixth Forms – 17 schools in the Borough have Sixth Forms • Further Education (FE) Colleges • Apprenticeships (delivered through a broad range of providers, including the Council); • Entry to Employment for school leavers not in education or training; • Skills for Jobs for workless adults; • Train to Gain for low-skilled employed people; • Adult Safeguarded Learning, sometimes also referred to as ‘adult education’; • European Social Fund activities.

The LSC is required to work within the following policy context to fulfil its role in delivering programme to enable young people to obtain employment. (see Appendix 7) The “World- Class Skills: Implementing the Leith Review of Skills in England” (July 2007) committed the Government and therefore the LSC to focus attention on the critical skills areas upon which business competitiveness and the country’s fortunes were founded. This meant prioritising funding on Skills for Life (basic literacy and numeracy skills, particularly those needed to secure and sustain employment) and Levels 2 and 3 skills (approximately equivalent to five GCSEs and two A Levels respectively). “Unlocking Britain’s Talent” reflects the national emphasis of linking the acquisition of new skills to the securing of sustainable employment, developing a career path, contributing to the society and improving business competitiveness.

The London Skills and Employment Board (LSEB) has produced its strategy to steer the LSC’s investment in adult skills. Its thrust is towards an integrated adult skills and employment system in London that better serves the needs of employers and equips Londoners for the type of work that will provide them and their employers with greater competitive advantage in the future.

Locally, the LSC is influenced by the Enfield Skills and Employment Strategy 2008-2011 (still in draft form), which is seen as a key element in the Authority’s discharge of its duty to assess the local economy, as well as the core strategy of the Local Development Framework, the Borough Council’s approach to place-shaping and the Sustainable Community Strategy that is at the heart of the Local Area Agreement.

Chart Ch 6:6 shows the levels of participation and achievement in the CAP 2 area from all of the LSC funded programmes. This is the first full year for which this data is available, but year-on-year progress will now be tracked.

Chart 6:6 ESOL / All Level 2 All Level 3 Full Level 2 Full Level 3 Basic Skills Courses Courses courses courses Participation 16-18 1681 1762 1588 501 397 19+ 3087 2760 1023 971 519 Total 4768 4522 2611 1472 916 Achievements 16-18 317 503 671 189 111 19+ 833 836 358 214 179 Total 1150 1339 1029 403 290

Enrolments and achievements on all LSC-funded courses, except School Sixth Forms, 1st Aug 2006 – 31st July 2007

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The following should be noted: 1 The level of participation is broadly comparable with the Borough as a whole 2 The ratio of participants to achievements is lower than the Borough as a whole

In 2007/08 the LSC funds sixth form places in the following all CAP 2 secondary schools. Although there is no dedicated FE College in the CAP 2 area, there is a wide variety of courses and programmes available to students at Enfield College, Capel Manor College and Southgate College. Residents within the CAP 2 area do enter FE courses with the Colleges based in the Borough and others nearby. There is a possibility that the College of North-East London (CoNEL) will open a construction training facility at the former John Laing Centre on Montagu Road, linked to the merger of CoNEL and Enfield College.

Apprenticeship provision is predominantly geared towards 16-18 year-olds, though the Government has recently agreed its expansion into adults of all ages. It is for people who are in work and who can learn while working, although for people who are out-of-work there is a facility for some of the elements of an Apprenticeship Framework to be completed in a ‘programme-led’ environment away from the workplace. However, it is not possible to complete an Apprenticeship outside of employment. Apprenticeship provision is commissioned according to the industry they cover, rather than by geography. Apprenticeships are at Level 2 or Level 3 (Advanced Apprenticeships) and all have to incorporate an NVQ at that Level as well as appropriate ‘key skills’ and a Technical certificate. There is a timescale for each framework within which all of the elements should be achieved. There is one Apprenticeship provider based in the CAP 2 area, The London Borough of Enfield - Enfield Training Services, offers Apprenticeships in hairdressing and business administration. Elsewhere in the Borough, Capel Manor College provides Apprenticeships in land-based studies; Southgate College covers construction and North London Garages engineering / automotive. More widely in north and north-east London, additional Apprenticeship places are also available for, Dental Assistants, Engineering, Media / Music and Retail.

Entry to Employment (E2E) is intended for school leavers who are not in employment, education or training and provides for a graduated re-engagement ideally resulting in a job with training, especially an Apprenticeship. The success of E2E depends on a successful relationship with Connexions, although an increasing number of referrals onto E2E come from the Youth Offending Service. There are two E2E providers based in the CAP 2 area that also serve the rest of the Borough: The London Borough of Enfield – Enfield Training Services and First Rung.

Skills for Jobs is broadly equivalent to E2E, but its target audience is the adult workless population. Skills for Jobs is a relatively new programme and its first trial is coming to an end in Autumn 2008, from when it is intended to expand the programme so that it joins effectively with Jobcentre Plus initiatives, such as the Local Employment Partnerships being struck with employers. At the moment, there is one Skills for Jobs provider covering the north London area (or more accurately the north and north-east London District of Jobcentre Plus) and that provider, TNG Ltd, is based in Enfield. Further provision will be commissioned from October 2008. The main outcome of Skills for Jobs is entry into employment of more than 16 hours a week sustained for at least 13 weeks and which incorporates structured training and advancement.

Train to Gain is designed to ensure that people in work have an opportunity to advance their learning and acquire new skills. It also aims to increase employer and individual investment in training. Public funding is available for people who do not have a Level 2 qualification, although further expansion of the service also provides for Skills for Life and some Level 3. Increasingly, employers are signing up directly with the LSC to deliver Train to Gain but this is not a major phenomenon in Enfield where a more traditional model of delivery is preferred. Although there is no provider based in the CAP 2 area, there are two providers based in Enfield: Southgate College and TNG Ltd.

Adult Safeguarded Learning (ASL), sometimes also referred to as ‘adult education’ has three main elements: Family Learning, Personal and Community Development Learning

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(PCDL) and WFL. ASL is often characterized as being learning for learning’s sake in that uniquely it is not mandatory for courses to be accredited or to lead to a recognised qualification. However, it does provide some useful first steps back into more formal learning for adults who have not engaged in such learning for some time and there are Skills for Life courses, including those for learners whose first language is not English.

European Social Fund activities. Although no organisation based in Edmonton has been commissioned through the latest procurement round, the LSC has nonetheless arranged for several projects that will have an impact on Edmonton residents:

• Basic skills at entry Levels 1 and 2, including vocationally-embedded skills for life courses • Embedded and stand alone skills for life provision at entry Level 3 and Level 1 • Employability and job readiness programmes in specific trades, including creative / media, London Underground and domestic energy • Volunteering as a transition to employment, especially linked to the 2012 Games • Specialist provision for people with learning difficulties and/or disabilities • Leadership and management development in specific sectors.

The performance of LSC funded programmes and initiatives is shown at Appendix 7. Through the Enfield Partnership Initiative, the LSC is supporting three propositions:

1 To investigate the possibility of establishing an Open Learning Centre in Edmonton Green ward; 2 To develop better quality basic skills courses that are not publicly-funded; 3 To explore the feasibility of an Assessment Centre linked to career information, advice and guidance.

The introduction of a new Foundation Learning Tier, which will result in a higher quality Skills for Life and basic skills offer, is among the main national developments that will have a positive effect on Edmonton Green. The LSC will be more actively promoting Apprenticeships from now on in both public and private sector, including the Local Authority.

Regeneration and Enterprise

Two key documents that set out the Council’s agenda for developing the Borough over the next ten years are: 1.The Sustainable Community Strategy and 2. the Place Shaping Strategy. Both of these documents underpin the current and future LAAs.

1. Sustainable Community Strategy - ‘Enfield’s Future’ is Enfield’s Sustainable Community Strategy. It sets out the ESP’s vision for Enfield over the next ten years and how it will look and feel for those living, working, studying, doing business in and visiting the Borough. Significant progress has been made in delivering the actions in the Sustainable Community Strategy action plan. In the half yearly monitoring report 60% of actions were on, or exceeding their target and a further 19% were progressing. Enfield’s current LAA, ‘Every Child Really Does Matter’ represents the ESP’s shared contribution to achieving the Partners’ ten year vision. By focusing our energies on the needs of children and their families, in particular those living in poverty, we aim to improve the life chances of our residents both now and in the future. When it was developed in 2006 the LAA aimed to:

• Significantly improve the lives of children, young people and their families currently living in poverty • Enable people of all ages, ethnicities and disabilities to play a full and active part in the community • Strengthen the role of the voluntary and community sector • Improve the life chances of people living in our most deprived neighbourhoods thereby narrowing the gap between different communities

2. Place Shaping Strategy - The strategy aims to provide a framework to drive improvement in Enfield and to contribute to the achievement of the Sustainable Community Strategy aims, the Council has developed a spatial vision:

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‘In 2026 Enfield will have a strong sense of place and identity. It will be a place that people are proud to call home and want to invest in. It will be a prosperous, sustainable Borough, maximising its strategic position relative to two of the Government growth areas and the UK’s main economic driver, Central London. Development in Enfield will meet the needs of the present and add to the ability of future generations to meet their needs’.

Using its community leadership role, the Council will work with the ESP to deliver this vision through the provision of new and enhanced schools, improved, accessible health facilities and safe, low crime neighbourhoods. The Council will maintain and improve Enfield’s green spaces and ensure that residents can easily reach them. Ensuring that these developments are sustainable and contribute to increased energy efficiency and reduced impact on climate change. The Council’s approach to place shaping actively encourages local communities to help shape the future of Enfield, not just in the short term, but also over the next 15 to 20 years. Enfield wants to create strong, safe and prosperous communities in Enfield by coordinating programmes and by working with Partners and the people who make up those communities. After public consultation in 2007, the Council has produced the Core Strategy for the Enfield Plan which will form the basis for all future developments in the Borough. This far-reaching plan considers the key issues facing Enfield: new housing, town centres, climate change, transport connections, heritage, local economy, and access to parkland and open spaces. The key principles that will guide the implementation of place shaping are:

• Making the best use of the Borough’s natural resources • Retaining and improving its pleasant suburban townscapes • Revitalising its communities and creating new ones where needed

Place shaping recognises that different areas have distinctive needs, opportunities and identities. Through the development and delivery of four area action plans (Enfield Town, North Circular, North East Enfield and Central Leeside), working in partnership with other public bodies, developers, local businesses and the community, enfield will achieve our priorities for the future which include:

• Ensuring Enfield has a strong, prosperous and sustainable local economy • Building houses of high quality and sustainable design with mixed tenures that will lead to balanced and successful communities for generations to come • Improving the environmental infrastructure and economic and social well-being in New Enfield • Ensuring that the green environment becomes an integral part of living, learning, working and playing in the Borough • Enhancing Enfield’s unique suburban character

Clearly many of the priorities set out in the sustainable community’s strategy and the place shaping strategy are directly relevant to Edmonton and aims to transform the area into a vibrant and sustainable community. By linking Edmonton to the Central Leeside plan the Council will be able to maximise the benefits of their proximity to the Lea Valley Regional Park and develop new employment opportunities, embracing new technologies, as well as consolidating its existing commercial role. The Central Leeside plan aims to create a high quality environment with development coordinated to ensure a successful relationship between different land uses, which will attract investment and new residents. These major developments will provide the opportunity to provide a comprehensive community infrastructure and sustainable travel.

6.2 What is your view of what is currently happening in Edmonton and why?

Parents, young people and school staff know there is a high level of unemployment in Edmonton. Most school communities reflect the high unemployment rate reported. As the area is densely populated, many workless people are seen in the locality. There are high numbers of single parent families who find it hard to work. Many adults see little value in being in work rather than “on benefit”. In some instances low wages, the high cost of childcare and the loss of benefits means a reduction in income they cannot afford and they

The Edmonton Review 93 are unable to come off of benefits. There are also poor opportunities for manual labour in the area. Negative attitudes to work influence young people and schools find it frustrating to motivate some children to see a good future in work. One headteacher sees this as particularly true for white working class and black pupils, trapped in a cycle of worklessness over a number of generations which is accepted as the norm. This can also have a detrimental impact in terms of attendance issues. Some workless households do not have regular routines which may cause difficulties in them bringing their children to school on time.

Schools offer opportunities for work and many ethnic minority residents are pleased to take up roles in their local school communities. School managers say these colleagues usually work hard and bring a very helpful perspective to their roles. Many of these staff provide good role models of residents, from a range of backgrounds, finding work they enjoy and find rewarding in Edmonton. Schools also provide very positive work experience placements for many young people, with clear expectations of roles and responsibilities in the workplace.

Some secondary age pupils report that they find it hard to find work experience placements. Most said they want to get good jobs but some see “all jobs round here are for adults, not young people”. Many intend to leave Edmonton and some want a new start when they work. Some also believe they will be paid more if they work closer to London.

In a primary school, pupils had a more positive view of local job opportunities, with 8 of the 10 students wanting to work in Edmonton because they would be close to their families. The other 2 prefer to take up professions they think demand travelling further a field.

There is concern for special school students when they leave college and recognition that if employment hard in the mainstream, it will be even more challenging for young people with special needs. Some people felt that employers did not deal well with equal opportunities issues, although it was felt that larger employers were better.

One primary school described work they do to encourage and support enterprise. This is part of the PSHE curriculum and includes Business Week in which activities teach children to understand some of the principles underpinning business. Children enjoy this, and it was felt that some of the work could be effectively linked to work their partner secondary schools.

6.3 What can we do to improve Edmonton / CAP 2 ?

1. Learning and Skills Council Priorities

The Learning and Skills Council have a clear role to play in working with all Partners to tackle the difficult challenges, identified above, that exist in Edmonton. It is important that all resources are focussed upon getting young people into education, training or employment to secure the long term future of Edmonton and reduce the high worklessness levels. The LSC’s priorities in Edmonton Green for the coming academic year (2008 - 2009) are:

A. Improving opportunities for young people - Ahead of the formal transfer of responsibility for 16-18 education and training to the Local Authority, the LSC operates a system of ‘challenge and support’ to stimulate improvements in School Sixth-Forms. This system encourages the LSC to work with School Improvement Partners to ensure that improvement in sixth-forms takes place in conjunction with wider school improvement plans. For young people better served by vocational provision, we will be looking for the launch of the Foundation Learning Tier to re-invigorate the supply of basic and low skills that provide rigorous progression pathways into higher level skills courses. The LSC plans are that the volume of places available to Edmonton residents under the new arrangements will be no less than those places filled this year. The practical steps the LSC intends to take to achieve these priorities are:

• Increasing the volume of Entry to Employment through improved quality of the programme and its outputs as a precursor to the introduction of the Foundation Learning Tier; • Increasing the number and range of Apprenticeship places available to Edmonton residents;

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B. Improving the prospects for adults -Through the Enfield Skills and Employment Strategy 2008-2011, Edmonton needs the LSC’s investment in skills to be better linked to Jobcentre Plus’ efforts to work with businesses. The first real test of this system is in the opening of the new ASDA store in Edmonton Green. The success of this venture will not only provide the template for future such arrangements, but it will also provide partners with confidence to work more closely together. The functioning of the LSC’s new ‘employer-responsive’ budgets with providers, part of the Demand-Led Funding regime, will be critical to maintaining the degree of flexibility that employers expect of providers. The LSC is convinced that the range of services and the programmes of training and support that are now available to people living in Edmonton are formidable. Specific evidence of the successful operation of these programmes will come from:

• Workless people aged between 19-24 having individual ‘return to work’ plans that incorporate skills training. Through the LSC’s work with Jobcentre Plus about ASDA in Edmonton Green, we intend to extend this throughout the CAP 2 area before rolling-out to the whole Borough; • Reacting to the disproportionate worklessness among women, especially younger women, by better targeted learner support; • Increasing the range of both Skills for Jobs and Train to Gain through commissioning a new provider with an active presence in Edmonton Green.

C. Supporting the regeneration of Edmonton - The LSC wants to ensure that, from the first stages of planning, the skills of residents are foremost in the physical regeneration of the area. The LSC is active in the preparation of the Local Development Framework; its core strategy and the area action plan for Central Leeside. We want to ensure that the planned regeneration of the area incorporates opportunities for residents both to acquire new skills and qualifications and to secure jobs. We will be using our commissioning of provision to ensure that our providers are working in tandem with the regeneration of the area as it emerges in the coming year. The LSC will achieve this by: • Encouraging providers to be more closely involved in place-shaping and the implementation of the Central Leeside Area Action Plan; • Participating in the Borough Council’s place-shaping events.

The academic year 2009/10 will be the LSC’s last operating year and they are committed to ensuring that the legacy inherited by successor organisations is based on a secure provider-base that is capable of facing the challenges of the next decade. During 2008/09, the LSC will be including the Council in more and more of the business so that there will be as smooth a transition to the new system for 16-18 year olds as possible. That system will then be better equipped to link with wider planned developments in the area, for example in the physical landscape. For adults, building on this year’s first steps we will see skills and employment linked together better than in the past and the links between the reformed 16- 18 system and adult skills / employment will be better defined – for example, Connexions and Jobcentre Plus will work closer together to manage the case-load of 19 year olds. The LSC is also working to develop new and innovative points of access into the adult employment and skills system and Edmonton provides valuable opportunities for partners to pilot new ways of working. (ERE 1)

2. Regeneration and Enterprise

To maximise the benefits of regeneration, enterprise and employment within the place shaping strategy relating to Edmonton, the strategy will incorporate Edmonton within the Central Leeside action plan. The action plan covers an area just to the north of Tottenham Hale at its southern end and includes the Edmonton Ikea and Tesco and the A406 at its northern perimeter. It contains large areas of land important to London. In line with Enfield skills and employment strategy the Council intends to maximise the potential for delivering 15,000 jobs and 900 new homes by 2016. The inclusion of Edmonton in the Central Leeside area action plan follows the successful ESP ‘Enfield Matters’ event where local residents discussed the development of place shaping in the four priority areas and the borough as a whole. Enfield’s approach in Edmonton will be to build on the successful physical regeneration in the area by implementing a local programme aimed at tackling social and

The Edmonton Review 95 economic disadvantage including connecting local residents to the new employment opportunities opening up in Central Leeside. The Council and its Partners will continue working in Edmonton Green building on past achievements and ensuring a community focus drives future developments. In particular the area action plan should:-

Continue to improve the housing stock by ensuring that there is an increase in the quality of housing and availability of all kinds of housing in line with the assessed housing need now and in the future. Improve and increase employment and skills by targeting the employability of many of our residents ensuring that we maximise achievement to NVQ Level 2. Increasing the number of new firms and improving the survival rates of existing businesses to improve the economy of the area and stimulate sustainable job creation. Improving our educational facilities including the quality of our buildings as well as maximising attainment levels and by narrowing the gap in levels of attainment between our best and worst performing areas. Improving community safety and promoting community cohesion by working with partners and local residents to reduce crime, the fear of crime and to build pride in Edmonton. Improving access to and take up of our health care facilities to reduce health inequalities and improve life expectancy for Edmonton residents. Improving our transport infrastructure through proactively linking into wider transport strategies of regional Partners and the creation of an LDF framework that can create and respond to opportunity. Improving leisure facilities and opportunities through including the physical improvements in existing facilities and encouraging increased participation from all age groups.

The Place Shaping and Planning Policy team is currently preparing the Local Development Framework Core Strategy for submission to the Government for examination; this will cover the whole of the Borough. It is intended that the Strategy will provide links to the seven themes of the Edmonton Review and will both specifically address place shaping and planning issues identified in the Review and help deliver long term proposals. In order to meet the needs of young people in the area it is recommended that the area action plan contains a work stream specifically related to the delivery of facilities and services for children and young people. The opportunities that arise from any section 106 planning gain should be considered carefully and be the focus of community consultation to ensure that the residents of Edmonton are fully informed about the outcomes of (ERE 2)

2. Enfield Jobsnet

Clearly there is an urgent need to get both adults and young people back into work to reduce the NEET and worklessness rates and begin to generate the CAP 2 area. One very positive development which is currently being developed is Enfield Jobsnet.

Enfield Jobsnet was put together as a result of the LAA and more specifically the target of placing 650 people into employment. A constituent part is the Job Brokerage Service offered by the Council which presently has two Job brokers and a manager with administrative support. The JOBSnet shop has been set up as a base in Edmonton Green to deliver the Enfield element of the North London Pledge, a Tri-Borough initiative to tackle worklessness in Enfield, Haringey and Waltham Forest, which has received funding of £1.5m from the London Development Agency. The intention is to establish closer working relationships with workless people and assist them to engage in skills training programmes as a means into the employment market. Staff at the JOBSnet shop provide information, advice and guidance, including help in completing application forms and writing curriculum vitaes. In addition to the job broker staff, occupational therapists will provide specialist advice for those with incapacities.

The only criteria for people to access the service are that the person has to be an Enfield resident who is currently ‘economically inactive’ in other words unemployed claiming or not claiming benefit and not currently engaged on any Job Centreplus programme. We also have to ensure that a proportion of those helped fall in to five categories, black and minority ethnic groups, lone parents, NEET’s, older people and long term unemployed and that 30% come from selected area’s which are mainly in the south east of the Borough.

The Brokerage team have had great success so far and have placed about 100 people in to work as well as putting on five job fairs in Edmonton, the last of which attracted 500 people, many of whom were young people from Enfield. There is no doubt that Edmonton would

The Edmonton Review 96 benefit from having a Broker who could concentrate on younger people in the age range of 16-25. The current programme of offering diversionary activities could be supported by the Brokerage service this would benefit the young person, his/her family as well as the local economy and with some marketing would be successful. (ERE 3)

Criteria to access the service would remain as above but the type of advice and guidance would be tailored to the younger demographic with perhaps more emphasis on training and apprenticeship opportunities but nevertheless the goal of the broker would be primarily to help the individual into work. The range of help offered would include compiling a CV, help with application forms, interview techniques, how and where to look for vacancies as well as soft skills looking at work ethic, attitude etc. The broker would become a part of the existing team and be based at the proposed new multi-disciplinary site in Edmonton Green but would also undertake some out reach work where necessary. It is been suggested that the new site would house not only the brokerage team but also occupational health workers and representatives from Job Centreplus and Connexions. 3. Education Business Partnership

The Enfield Education Business Partnership (EBP) is a company limited by guarantee and a charity and is one of the Service Centres in the Education, Children's Services and Leisure Department of Enfield Council. The Board of Trustees of the Enfield EBP company, is responsible for setting the strategic direction of the EBP and includes representatives from the local business and education communities. The EBP is also a member of both the London and the National EBP Networks. The EBP liaises and collaborate with a wide range of Partner organisations in Edmonton. The EBP has three core roles, Work Placements, WRL Programmes and Business Systems. The Education Business Partnership is seen as an important vehicle by schools in Edmonton who would like to see the Local Authority providing additional support for EBP to work with local business to help both parents and young people into employment. It was suggested that schools and colleges should find ways of working more effectively with local businesses, following practice that extends way beyond the existing work experience scheme. The EBP runs a very comprehensive primary school programme including:

Young Entrepreneurs: over 300 pupils completed this one-week enterprise programme that helped them learn about market research, production deadlines and budgets! Countryside Live: over 2,000 Enfield pupils attended this 2-day event, organised in partnership with the Countryside Foundation for Education. They took part with practical workshop sessions, demonstrations and ‘hands-on experiences’ to raise awareness of countryside life. First Class Skills: project ran in nine schools with nearly 500 Key Stage 2 pupils taking part. After applying, and being interviewed for the various job roles, the pupils were then trained and given responsibility for all aspects of their school’s Christmas card distribution, from sales, to sorting and delivery! Junior Citizens: organised in partnership with the London Fire Brigade and the Metropolitan Police, helped Year 6 pupils experience a range of practical scenarios, to raise awareness of various citizenship issues, including personal safety, pollution, and the work of the emergency services

A similar programme of secondary activities is also part of the EBP remit: eBusiness Challenge: a flexible 5-module programme that gives students a realistic and up-todate understanding of the fast changing world of eBusiness. Lovell Learning: this project involved Lovell staff supporting three 1-day Construction Challenges for over 600 students, site visits and five 1-day assignments 30 students through which they investigated all the main aspects of the company’s business. Preparation for Higher Education: students from 5 schools learnt about life at University and have developed their Personal Statement / CV writing and interview skills. Retail Challenge: Advanced Level Business Studies students worked with a dozen local companies in a joint Barnet and Enfield EBP ‘Retail Challenge’ project. Skillbuild Workshops: gave students the chance to dvelop their employability skills, and facilitate their ransition to work. Stereo: young people experienced this drama production and discussion workshop, about drug dealing and violent crime. Student Reception Project: enabled students to develop their customer service and communication skills through training and practical experience of working on the reception desk and being the first point of contact for visitors to their school.

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Try-a-Job: over 120 students from various schools were given the opportunity to experience various taster workshops in different vocational areas. Work-Related Learning / Enterprise events: included various workshops, facilitated by local employers, to help almost Key Stage 4 students develop various work-related learning and enterprise skills, such as personal finance & budgeting, CV writing and interview skills. Workplace Visits: gave over 220 students the chance to see various working environments at firsthand.

During the year, over 3000 young people from Edmonton schools participated in activities delivered and supported by the EBP. The activities involving the greatest number of young people were:

• over 795 students went on Work Experience placements arranged through Enfield Work Experience • over 21 places were arranged for Key Stage 4 students on STAR30 Project taster courses covering a range of vocational are • over 770 students participated in work-related learning / enterprise events in schools • over 690 pupils took part in the Junior Citizens project • almost 604 pupils experienced the Countryside Live events • over 150 young people took part in Science, Technology, Engineering and Maths (STEM) projects, including the long-established Enfield Science and Technology Challenge programme.

In relation to enterprise and employment the following priorities should be supported by ECSL:-

• The WRL Programmes Team have just developed a new 'Financial Capability' programme which will soon be available to secondary schools. • Partnerships with companies could be developed using the successful model adopted Lovell and Chace Community School • The Go4it initiative31 will be extended in Phase 2 either across the Borough or just in a targeted area which could include schools in CAP 2. • A new mentoring project programme to operate from the premises occupied by Gallery Fore, following the ESP liquidation. • The development of an Enterprise Centre or work practice. The 'Enterprise Centre' would operate enterprise programmes for young people - it is particularly useful for supporting students with LDD and those whose English language skills make it very difficult for suitable Work Experience placements to be found for them. (ERE 4)

5. Building Schools for the Future (BSF) programme

Enfield’s Building Schools for the Future (BSF) submission was accepted in the Summer 2008 and therefore the Authority is now part of Wave 6a. Following positive responses to consultation in the Spring on proposals for ‘Enfield Schools for the Future: draft Strategy for the Future’, the ‘Readiness to Deliver’ submission described the priorities for transforming the learning experiences and opportunities for young people and the wider community. The successful submission sets out plans to:

ƒ improve choice, diversity and access by opening a new school by 2015, expanding another school, developing all age schools in some instances and developing Community Area Trusts ƒ address underperformance through the development of Strategies for Change for each school demonstrating how investment will be a catalyst for educational transformation; all schools will acquire specialist status ƒ personalise learning by providing high quality ICT facilities provided through a managed contract

30 STAR (Skills Training And Re-motivation)Project. This gives students the opportunity to develop their confidence and employability skills through a range of 5-day and 10-day vocational taster courses, and, if appropriate, an extended work experience placement. The EBP co- ordinated the delivery of almost 60 STAR courses, providing over 600 places for students across eleven vocational areas, including: Sports Leadership, Horticulture, Computer-Aided Design, Carpentry, Construction, Motor Vehicle Maintenance, Childcare, Hair and Beauty, and Catering.

31 Go4it, a national campaign and awards process for schools that can demonstrate a continuously improving culture of creativity, innovation and adventure for learning, underpinned by a positive attitude towards risk.

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ƒ improve 14-19 learning opportunities ensuring all students have access to all diplomas and that there is sufficient sixth form accommodation to enable all young people to remain in education or training by 2013. ƒ improve inclusion including new facilities for the Secondary Tuition Centre ƒ develop Extended Schools provision and Integrated Children’s Services ensuring all young people can access 5 hours sport or physical education a week by 2012 and basing integrated children’s services around schools where feasible.

The project focuses in particular around the prioritisation of an initial allocation of £80-100m for the rebuilding, renewal and refurbishment of Enfield’s secondary and special schools. The submission proposes five ‘schemes’ are taken forward, three of which will be focussed on the Edmonton area, at Gladys Aylward School, Edmonton County School, and a new school to be built as part of the Place Shaping Strategy. Central to the development of BSF is the potential benefits of establishing a 'Community Area Trust' (CAT) in each of the four Childrens Area Partnerships comprised of, in the first instance, the local secondary schools, the Council and other key partners. Our vision is that the assets of all existing community schools would not be vested in the CAT and that the existing voluntary aided schools could therefore become associate members. The CATs would be established with a focus on partnership working between the schools, in particular in relation to 14-19 developments and on community and business involvement. The trust status would enable the schools to enhance their governance by securing the long-term involvement of external partners, such as local business partners, universities and colleges, who should be committed to supporting and challenge each schools that participates in the CAT arrangements. This arrangement could have significant benefits in bringing the schools and their communities closer together and raising standards for those vulnerable groups of young people that claim that Edmonton has nothing to offer them.

The Council’s place shaping and educational policy objectives are closely linked and fully complementary. The development of excellent schools providing inclusive, integrated and extended services has a vital role to play in the development of the Edmonton community by providing facilities, raising expectations, boosting skill levels and providing employment. In turn, the development of sustainable communities and of physical infrastructure through place-shaping means that schools can more actively benefit from their place in the community. (ERE 5) Retailers Association ( 6. Lifeguard training

Enfield is considering an opportunity to be launched jointly with the Edmonton Leisure Centre to offer 5 local young people the chance to train as a lifeguard. This is a week’s training and leads to a nationally recognised qualification for opportunities in the Leisure industry, ambulance service etc There is currently a shortage of life guards and the training would lead directly to a guaranteed interview for local positions. The cost of training is around £250 and the Leisure Centre Manager is keen to be involved with work placements and potential job offers. If successful, this could lead to similar schemes for other sponsored training. (ERE 6) 7. Volunteering

Run in conjunction with the Enfield Volunteering Information Service and other local voluntary sector groups, Enfield offers a highly successful volunteering project. A recent event was held to celebrate volunteers’ 100 hours achievement and several of those receiving recognition were young people. Enfield has a well developed and established volunteer network; the Sustainable Communities Unit (SCU) manages a comprehensive register of over 5000 volunteers who undertake formal voluntary work. Volunteering is an important step towards social inclusion, and may help someone to consider seeking paid work. There is definitely scope for a more concerted effort to engage young people in volunteering, and it may be helpful to examine, in more detail, work in other parts of London. There is a strong tradition of volunteering in the Borough and the Council is committed to encouraging greater volunteering among all ages and aims to increase social capital and the engagement of communities by increasing the rate of sustainable volunteering and the proportion of those volunteering from socially excluded communities.

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There is potential for the 2012 Olympic Games and Paralympic Games to provide the catalyst needed to expand and extend the volunteering base and encourage Enfield residents to volunteer both for the games and the local community. As a specific example the SCU has a register of 100 St John Ambulance trained first aiders who could be deployed for a range of events covering the Cultural Olympiad and culminating with the Paralympics in September 2012.These volunteers already have many of the skills required, but there is the potential to use the opportunities offered by the Olympic Games and Paralympic Games to encourage more people to volunteer and to focus on creating volunteers amongst disadvantaged and under participating communities. This will not only build capacity in local communities and help to create a lasting legacy for the Borough but will also act as a pathway to employment.

The London 2012 Olympics will require around 50,000 volunteers, the Paralympics around 20,000. Volunteers will be required in the Olympic Village, for spectator and stewarding services, issuing of tickets and for transporting international VIPs to and from ceremonies. There will also be a need for skilled volunteers such as language experts, medical volunteers and sports volunteers such as referees. Actual recruitment will not start until 2010 and selection will be against criteria such as individual skills and volunteering experience. Enfield will run an awareness campaign and encourage residents to register on the 2012 volunteer database and ensure skills training is available to enable volunteers to meet the skills criteria. Therefore the Council should establish a baseline for all volunteering in Enfield and Increase the number of volunteers in the Borough from by 3% year on year for the life of the Olympic strategy. The Council and its Partners should also work with the London Organising Committee of the Olympic Games to ensure that as many Enfield residents as possible are selected as volunteers in 2012 with an aim of achieving 2% of Volunteers at the 2012 Olympic Games and Paralympic Games are Enfield residents.

Recommendations

ERE 1 The ESP should work closely with the LSC and its Partners to implement the recommendations outlined in 6.3 – 1.

ERE 2 The Place Shaping area action plan should contain a work stream specifically related to the delivery of facilities and services for children and young people in Edmonton. Further S106 planning gain, arising from place shaping, should be consulted upon to ensure the residents have a clear understanding of the resources available.

ERE 3 The Authority should appoint a broker to focus on the 16-25 age group who will be working specifically in Edmonton, by exploring possible funding coming from the Scarman Trust.

ERE 4 The ECSL department should support the development of the EBP priorities including the mentoring programme at Gallery Fore and the Enterprise Centre in Edmonton Green. The mentoring scheme using successful role models from local businesses, particular minority ethnic groups or more aspirational employers – city firms etc, to show what can be achieved and inspire young people to aim for better things

ERE 5 The Building Schools for the Future programme should work closely with the Place Shaping Strategy to ensure that the vision of high quality schooling can be realised in Edmonton.

ERE 6 Evaluate the effectiveness of the Lifeguard training programme to see if future vocational training programmes could be offered in this way.

ERE 7 Increase the number of volunteers in the Borough by using the Olympic Strategy to increase the opportunities for residents to develop workplace skills.

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Chapter 7. Conclusions and Resources

As can be seen from the preceding chapters CAP 2 has many challenges (Chapters 1,2 3). However, this report recognises that the key to a successful community development is the importance of sustaining a strong and sustainable partnership (Chapter 4) which aims to promote and secure the social regeneration of the CAP 2 area. This partnership must include the local community, public bodies, young people and where possible private companies. This partnership can bring about change through the raising of aspirations of the local people enabling them to become community leaders and role models to revitalise the Edmonton community and give all cultural groups a sense of pride in their area.

In order for the partnership to be sustainable there needs to be a solid foundation of support from all political parties and community organisations focussing on a common plan to ‘narrow the gaps’ that exist in aspirations and achievement before sustainable improvement can be made. On top of this level of support and commitment there must be a robust core of actions and activities that work together to bring about comprehensive change.

It is clear from this report that the key pillars of this change process must be: a) tackling social deprivation and poverty through improving housing and family intervention and b) concentrating on education providing a high quality of initial provision and opportunities later in life for young people to return to an education pathway to suit their need and aspirations. Many young people would welcome this approach and would provide them with a set of aspirations beyond their immediate world which feels, to them, bereft of opportunities for their future.

Beyond the two key elements identified above this report sets out a number of supporting actions activities that should be used over the next five years to reinforce the change process and drive the raising of aspirations in the community. In my view the four key elements are:

c) Leisure, culture and recreation – increasing the range of sporting and cultural opportunities to a wider audience of young people. d) Employment, regeneration and enterprise – using enterprise to lead the revitalisation of the area by reducing worklessness and generating new opportunities for employment. Ultimately using ‘place shaping’ to build sustainable communities. e) Youth support - by investing in the Youth Support Service in the Council and through Voluntary and Community Groups f) Community services – joining up community services and working together on a common action plan for the area.

To achieve these essential elements it is important to coordinate and sustain the development by implementing the Community Cohesion (Chapter 4) recommendations and reforming the Edmonton Partnership Initiative Working Group into an overarching and community facing ‘Development Trust’. This Trust can then focus the drive towards a revitalisation of the area and its community through a carefully crafted and targeted vision statement and plan.

However, the Development Trust can only really have an impact if it works with a number of community champions and role models that can galvanise the wide range of community groups to work with and engage with the Council, the development trust and the a range of partners necessary to bring about sustainable change.

Furthermore substantial investment in the future, via the Place Shaping Strategy, will connect Edmonton and CAP 2 with the Central Leeside development. There have also been substantial grants which have been received by the Council as a result of competitive bids to national and regional Governmental funding sources that will benefit Edmonton and CAP 2. The Local Area Agreement is fundamentally important in delivering this vision. Enfield’s priority targets include those which will help us address our challenges in Edmonton. These include:

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• Children in Poverty • Youth Justice - 1st time entrants and rates of re-offending • CYP’s Health - obesity, teenage pregnancy, sexual health, emotional health • Safeguarding - LAC stability and young runaways • Educational attainment and standards in schools • Access to school, work and life skills - take-up of formal childcare, attendance at school, NEETs, Participation in Positive Activities

Underpinning these LAA priorities is a focus on early intervention and prevention. There is particularly strong coherence in our improvement planning, from the Sustainable Community Strategy, through to our Place Shaping Strategy, the Council’s Business and Improvement Plan to Department and Service Planning. This consistency is shared in the planning frameworks of our Partner agencies. For example, the ESP and Children’s Trust has been fully involved in developing our change agenda detailed in the LAA..

Enfield monitors and manages risk well and carries out comprehensive risk assessments of its priority targets in the LAA. We are fully aware of our barriers to success and are confident in our ability to respond flexibly to changing needs. We are not risk averse and effectively manage the balance between innovation and risk. There has been a constant focus on innovation to improve practice in relation to Edmonton. Examples include the One Large Intervention Project, Integrated Support Teams in CAP 2, the Joint Service for Children with Disabilities, the LDA Childcare Affordability Project, Play Pathfinders, Parent Support Service, and the All Pupils Can Achieve project.

There are some real challenges in Edmonton which inform and drive the work of children’s services. These include: • Growing deprivation and worsening poverty • Mobility of the population and numbers in temporary accommodation • Aspects of health in particular obesity rates and teenage conceptions • Narrowing the inequality gap. Enfield has an excellent track record in responding to, and improving priority areas. We have secured, and can demonstrate, improvements across a wide range of services, evidenced by the successes of children and young people. We are now seeing evidence of the impact of targeted improvements to specific groups of vulnerable and under-achieving children through the LAA and within CAP 2. This includes identifying through this review the differential needs across the area and taking actions to ensure that we allocate our resources to meet those needs. This review will continue this commitment and will lead to real improvements in the life of Edmonton Residents.

Action Plan and funding arrangements.

The following action plan sets out the recommendations and identifies the available funding streams. Some further work is required by specific departments to fully costs the recommendations and where this is necessary an indication is made in the notes section. The plan also sets out the timescale for the delivery of the recommendations and breaks the recommendations down into one, three and five year phases. Further work is required by the project team to allocate the recommendations to Council departments and Partner organisations.

Recommendation Funding Source Notes Start End date date Chapter 1 Social deprivation, health and demographics SDHD 1 – EAIT No direct cost Possible link to Place Nov 08 April implications Shaping Board and the 2010 development of area plans. SDHD 2 – CAP Action No direct cost Building upon current plans April 09 March Plan implications and the new plans as 2012 required for the 2009/12 CYPP and will include consultation with CAP 2 Board.

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SDHD 3 300,000 To be Recommended that funding April 09 March Family Intervention determined be pooled from a range of 2012 Partner agencies. SDHD 4 Sex and £20,000 School Consultancy costs for review Oct 08 March 09 Relationships Improvement – of Sex and Relationships Education Health Education in CAP 2. Partnerships

budget, within current budget estimate SDHD 5 No direct cost Existing report and funding Oct 08 March Homelessness implications from Homelessness 2010 Strategy. SDHD 6 – Curriculum 25,000 To be Consider from the healthy Dec 08 May 09 Resource determined schools partnership funding. SDHD 7 Headteachers No direct cost Director to plan into Jan 09 April 09 meetings implications headteachers meeting schedule. SDHD 8 – Substance No direct cost Discussion with DAT Jan 09 May Misuse implications required - confirming 2010 approach. Provisional Total 345,000

Recommendation Funding Source Notes Start End date date Chapter 2 Education Provision, Opportunity Early Years to age 25. EPO 1 – Early Years No direct cost The Childcare Sufficiency Oct 08 March 09 and Childcare implications Plan already allocates Council time and resources to these actions. CAP plans already identify these actions The School Improvement EPO 2 – Improving No direct cost Oct 08 March Schools Framework implications Service Plan sets out the aspirations and allocate 2010 resources to this task. The school improvement EPO 3 – Narrow the No direct cost Oct 08 March Service plan sets out the Gap, improve implications 2010 attainment aspirations and allocate resources to this task. The Extended Schools Team EPO 4 – Extended Review use of Oct 08 March in ECSL is reviewing this Schools and increase existing funding 2010 open access holiday and consider aspect. schemes targeting No direct costs – schools EPO 5 – Schools to No direct cost Oct 08 March already funded for this work closely with CAP implications 2012 Boards. activity. To be facilitated through EPO 6 – Increase the Further work April 09 March LSC funding moving to 14-19 places available required to 2010 assess the cost Borough of this action. Centres to be located at EPO 7 – Establish 360,000 Further work to April 09 March Gladys Aylward School and Centres of Excellence cost directly the 2012 three centres. Parks, Millfield and Turin Grove School To be facilitated through EPO 8 Diploma lines Funding Further work Sept 09 July 2015 of learning from grant necessary to LSC funding moving to and 14-19 establish the full Borough funding costs of the stream Diplomas.

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EPO 9 – Targeted and 300,000 Funding from Funding for the Youth April 09 March integrated youth the Service Support Service from ELCS 2010 support Improvement core funding. bid for 2009/10 EPO 10 – New Funding to be The new Youth Suport April 09 March Connexions Service allocated from Service will become the new 2012 the previous Connexions Service and will Connexions deliver a programme to Service schools funded from prevuious Connexions budget Provisional Total 660,000

Chapter 3 Keeping People Safe Recommendation Funding Source Notes Start End Date Date KPS 1 – Citizenship No direct cost Costs of the increased Jan 09 March days implications programme will need to be 2010 investigated with the Partner agencies, Metropolitian Police, London Fire Service and the EBP. KPS 2 – FIP See SDHD 3 & Build upon the funding Sept 09 March 4 above request for FIP. 2011 KPS 3 – Youth 41,000 No direct cost To be funded from the Jan 09 March Engagement Panel implications Metropolitan Police, Housing 2010 Associations and Safer, Stronger Communities Board. KPS 4 – youth 300,000 Funding to be Funding request to go to the April March partnership confirmed ESP for funding of youth 2010 2012. diversionary projects in April 2010/11 KPS 5 – knife crime No direct cost Project to be managed by March 09 March implications ECSL through the PSHE 2010 programme. Provisional Total 341,000

Chapter 4 Community Cohesion / Development Recommendation Funding Source Notes Start End Date date Although this review has CCD 1 – VCS No direct Existing funding March April 2010 rationalisation cost imps identified this issue it is for the VCS to make the final 09 decision on whether this recommendation should be acted upon. This recommendation would CCD 2 and 3 Develop Further analysis April April 2010 need substantial work to the Edmonton Trust of costs is 2009 and seek advice from required identify accurately the actual PCT. costs of such a venture. Further discussion is CCD 4 – Induction and 10,000 Existing funding April July 2010 Education packs streams required with Enfield Homes and Housing Associations 2010 Further work is required to CCD 5 – Carvinal Investigation Oct July 2011 identify the actual costs of into costs will 2010 be required the project.

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This action will be included CCD 6 and 7 – No direct cost April March in School Improvement citizenship curriculum implications 2009 2012 and community See SDHD Service Plan for 2009. cohesion above This will reduce the waiting CCD 8 - Increased 35,000 To be funded April March list currently held by ESCL ESOL by ECSL 09/10 2009 2012 budget and offer a further 60 to 80 pressures places per year for the next three years. Provisional Total 35,000

Chapter 5 Youth & Leisure and Cultural Facilities Recommendation Funding Source Notes Start End Date Date Portfolio Report for decision YLC 1 – reduce Link to April in October 2008 to approve Ongoing swimming costs Government 2009 free swimming the free swimming proposal. proposal Reduce the costs of entry to April March £1 needs further 2012 investigation whilst ELCL is 2010 in Liquidation Further work will be required YLC 2 – relocation of 115,000 Equipment April 09 June 2010 gym to identify actual costs but 50,000 Rents funding has been approved 50,000 Staffing for this action. Work with Place Shaping YLC 3 – Place Shaping No direct cost April March Board to identify the Leisure implications in 2010 2013 immediate infrastructure required for future Central Leeside and Edmonton. Council Funding for this YLC 4 – Sport England See Grants Sport England Oct 08 March programme is within existing Community section Community 2011 Investment Funding Investment budgets. Funding Work with the Play YLC 5 – Play See Grants Furtjher April 09 March Pathfinder Team to identify Pathfinder Section analysis of 2010 funding is suitable site in Edmonton required and CAP 2 for new and refurbished play areas. Funding to allow the Centres YLC 6 – Well 153,905 Craig Park April 09 March to open 12 hours per day for resourced Youth Youth Club 2010 Service 7 days per week. Further funding is available through PAYP grant and LDA grant. Submit grant application in YLC 7 – MyPlace See Grants MyPlace grant Jan 09 March Section October 2008 and decision in Jan 2009. Release S106 2011 for Pymmes Park and Montagu Road development. YLC 8 – School hire Investigation Work with schools to reduce April 09 March into costs will costs for community activity. 2011 be required Introduce the Life Channel; YLC 10 – Publicity 52,,000 See SDHD 14 April 09 March to Schools, Youth Centres 2010 and Libraries to improve comminicatioin. Othner advertising media from existing budgets. YLC 10 – YOS funding 405,000 See Appendix 8 Funding to be considered by April 09 March ESP. 2010

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This can only be YLC 11 - YOS exit Investigation April March implemented if the YLC 10 strategies into costs will 2010 2011. be required funding is achieved and then further work will be required to identiofy costs of the programme. Provisional Total 810,906

Chapter 6 Employment, Regeneration and Enterprise Recommendation Funding Source Notes Start End Date Date The LA takes over ERE 1 – work with No direct cost April Ongoing LSC implications responsibility for LSC programmes in April 2010. 2010 To be considered as part of ERE 2 – Place No direct cost April 09 March Place Shaping Area Action Shaping implications in 2015 immediate Plans. future Investigation into costs will ERE 3 – Jobsnet No direct Potentially April 09 March broker cost imps Scarman Trust be required. 2010 Further work is required to ERE 4 – EBP business Costs of the April 09 March identify the full costs of the and enterprise. premises in 2012 Fore Street – project. Grant funding will be costs will need sought for this project. to be clarified BSF will have substantial ERE 5 – BSF Costs currently Oct 08 March funding totalling approx programme being clarified. 2013 £80m – the LA costs are being investigated. Evaluate the effectiveness of ERE 6 – Olympic 5000 From existing Dec 08 March 09 Volunteering budgets the Lifeguard programme. Provisional Total 5000

Total Costs pf Plan over 1 year – 2009/10 Recommendation Funding Chapter 1 Social deprivation, health and demographics 345000 Chapter 2 Education Provision, Opportunity Early Years to age 25. 660000 Chapter 3 Keeping People Safe 341000 Chapter 4 Community Cohesion / Development 35000 Chapter 5 Youth and Leisure and Cultural Facilities 810906 Chapter 6 Employment, Regeneration and Enterprise 5000 Provisional Total 2,196,906

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Grant and other funding

Source Funding Recomm. Notes Funding received for women and Sport England Community 490,000 YLC 4 Investment Funding children’s programme which will be targeted in Edmonton Play Pathfinder 2,145,717 YLC 5 Capital grant over 2 years Revenue over 3 years 494,678 PAYP funding 422,091 YLC 6 Increasing over 3 years to 941,588 LDA 492,948 YLC 6 Over 3 years Section 106 500,000 YLC 7 St Modwens 100k allocated Green Horizons, insurance and 863,000 YLC 7 other funding Provisional Total 5,408,434

Possible future grant funding available

Source Funding Recomm. Notes London Marathon Trust 115,000 YLC 2 Grant application submitted MyPlace 5,000,000 YLC 7 Grant application submitted in October 2008. Provisional Total 5,115,000

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Appendix 1. The Review Team and Evidence Base.

Neil Rousell Assistant Director Education, Learning and Community Services Susan Payne Management Services Officer Mike Ahuja Head of Corporate Scrutiny Services Judy Flight Head of Sustainable Communities Lester Vaughan Youth & Community Services Manager Simon Gardner Head of Leisure & Cultural Services Jacqueline Martyr Policy Manager Mary O’Sullivan Senior Project Manager for Neighbourhood Renewal Andrea Clemons Head of Community Safety Michael Lees Inspector, Youth & Partnership, Met Police Dave Osborne Superintendent, Partnerships, Met Police Anne Lloyd Consultant

Plans, Reports, Documents used as evidence in the Edmonton Review

Name Produced by Date 1 Enfield Children’s Trust Parenting Strategy Enfield Strategic Partnership 2008-2011 2 Mapping Exercise Stav Yiannou September 2007 3 Parent Support Mapping Exercise Stav Yiannou April 2007 4 Children and Young People in Enfield 2006/2007 Policy, Quality and July 2007 Performance 5 School Census – January Collection 2008 Policy, Quality and January 2008 Performance 6 Enfield Open Space and Sports Assessment: Volume 1 Atkins February 2005 7 One Large Intervention Final Progress Report Quarter 4 Enfield Strategic Partnership March 2008 8 Report to the Safer Stronger Communities Board concern Youth Insp Mick Lees November 2007 & Partnership portfolio Metropolitan Police 9 Deprivation Trend – A report for the Corporate Management Enfield Observatory February 2008 Board 10 The Enfield Plan – Enfield’s Choices Enfield Council April 2007 11 Every child really does matter Enfield Strategic Partnership March 2006 12 Engaging Enfield – the Council’s consultation strategy 2008- Policy, Quality and Spring 2008 2001 Performance 13 Community Safety Strategy 2005/08 Enfield Council August 2005 14 Enfield – a borough for all Community Cohesion Strategy 2007- Enfield Council 2007 2009

15 Enfield’s Children and Young People’s Plan 2006-2009 Enfield Strategic Partnership 2005 16 Enfield Sport & Physical Activity Strategy 2005-2008 Enfield Sport & Physical 2005 Activity Strategy Steering Group 17 Sports & Recreation Facilities User Survey 2008 Enfield Council 2008 18 Teenage Pregnancy Prevention Strategy 2008-2010 Children’s Trust Teenage April 2008 Pregnancy Partnership Enfield Council

19 Prevention and Early Intervention Strategy Enfield Children’s Trust April 2008 20 Youth Strategy 2008-2010 Metropolitan Police 2008

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Name Produced by Date 21 Wave Report 2005 - Violence and what to do about it George Hosking & Ita Walsh 2005 – Wave Trust 22 Dissertation by Mick Lees Inspector Mick Lees September 2006 Metropolitan Police 23 Report: London Youth Crime Prevention Initiatives London Councils 2007 24 From Boyhood to Manhood Foundation Report FBMF March 2008 25 Challenging Inappropriate Peer Groups & Gangs Metropolitan Police 2008 A Toolkit for Delivery Enfield Council 26 Briefing for CABs : Myplace and Positive 2008 Activities Partnership 27 Consultation Event with CAP2 Pupils Enfield Council 2008 28 Notes from meeting with Parents Enfield Council 7 Feb 2008 29 First Stop Information Enfield Libraries November 2007 Women’s Groups 30 First Stop Information Enfield Libraries January 2008 Dance Groups 31 Central Leeside Area Action Plan Baseline Report Urbaninitiatives 2007 32 Experiences of poverty and educational disadvantage Joseph Rowntree September 2007 Foundation 33 Core Strategy Preferred Options for the Enfield Plan Enfield Council February 2008 34 Enfieldl’s Future – A Sustainable Community Strategy for Enfield Strategic Partnership 2006 Enfield 2007-2017 35 Regeneration and the Race Equality Duty Commission for Racial September 2007 Equality 36 Firstcare Childcare Sufficiency Assessment Executive Enfield Council March 2008 Summary 2007/8 37 Firstcare Childcare Sufficiency Assessment 2007/8 Enfield Council March 2008 38 A Passion for Excellence – An improvement strategy for culture LGA March 2008 and sport 39 Enfield Children’s Trust Parenting Strategy 2008-2011 Enfield Strategic Partnership 2007 Supporting Enfield’s Parents & Carers 40 Children’s Area Partnerships Area 2 Profile Enfield Council July 2008 41 Play Pathfinder Bid Enfield Council March 2008 42 House of Commons Report – Supplementary Schools House of Commons 26/27February 2008 43 Edmonton Partnership Initiatives Working Group Minutes Edmonton Partnership 29 Nov 2007 to Initiative 31 Jan 2008 44 Youth Review Meeting Notes Enfield Arts Partnership 22 April 2008 45 Enfield's Place Shaping Strategy Enfield Council October 2008 46 Briefing note on Youth Activities in Edmonton Ken Birrell 2008 Youth Service 47 List of Activities in Edmonton ECYPS 2008 48 Edmonton Partnership Initiative Mary O’Sullivan 23 January 2008 Briefing: The Provision of Community facilities for the Voluntary Enfield Council and Community Sector in Edmonton Green Shopping Centre 49 List of Organisations in Edmonton Enfield Council 2008 50 Summary of meeting between Neil Standring and Mick Lees – Enfield Council & April 2008 Metropolitan Police and Paul Sutton, YOT Metropolitan Police

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Name Produced by Date 51 Edmonton Project Minutes Enfield Council 23 April 2008 to 16 June 2008 52 List of Services in CAP2 Area Enfield Council Sept 2007 53 Edmonton Partnership Initiative Working Group Terms of Edmonton Partnership October 2007 Reference Initiative 54 Funding Insight Information grantsonline April 2008 55 Children’s Area Partnership – Services covering whole borough Enfield Council 2007 list 56 Snapshot of the Edmonton Green Mapping Exercise relating to the Resident Agencies lst Floor Market and North Square 57 Flexible New Deal information sheet Mary O’Sullivan 19 May 2008 Enfield Council 58 Youth Support Service Briefing Note for Special Projects Lester Vaughan 3 April 2008 Scrutiny Panel meeting notes Youth Support Service 59 Briefing update on the Youth Support Service for DMT Awayday Lester Vaughan 14 May 2008 Youth Support Service 60 Grant Determination – Local Authority Business Growth 2008 Incentives Scheme Grant Determination 2008 61 Diversionary Activities Metropolitan Police 23 April 2008 62 2007/2008 Review of High Priority Indicators Enfield Council 2007 63 Letters from Eldon Junior School pupils – forwarded by the Metropolitan Police April 2008 Borough Police Commander 64 Where to next ? A study carried out by 1 July 2008 Edmonton Advice & Service Development Bureau for the community of N9 & N18 65 London Child Poverty Commission Final Report London Child Povertyy Feb 2008 Commission 66 Ghetto Arts – SPEAK , submission if ideas by young people Speak Edmonton June 2008

67 Enfield Matters Event – End of Event Report ESP July 2008

68 Making families more prosperous the Enfield Localised ESP – OLI Board April 07 approach to tackling child poverty

Edmonton Project Interviewees List

Name Designation Date of Interview 1 Derek Hamilton Manager of Angel Community Centre 12 June 2008 2 Sean McQuaid Manager of Edmonton Leisure Centre 11 June 2008 3 Steve Goddard Operations Manager ELCL 9 June 2008 4 Debbie Dean Art Start Community Arts Coordinator 12 June 2008 5 Nadia Ahmed and Prospects Operations Managers – Enfield 5 June 2008 Jan Coshkouner 6 Ken Hines Director – Ruff Diamond 30 May 2008 7 Martine Drake CEPO 9 June 2008 8 Tahsin Ibrahim Chief Executive, EBRA (Enfield Business Centre) 30 May 2008

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9 Halit Firat KATRE (Kurdish and Turkish Residents of England) 10 Joanne Parsons-Cook Partnership Manager for Enfield and Barnet JCP 6 June 2008 11 Vivienne Aiyela Chair of Edmonton Community Board 2 June 2008 12 James Stockdale Area Manager – St. Modwens 12 June 2008 13 Ken Birrell, Rafique Ullah, Youth Service Manager and Youth Workers based at 5 June 2008 Huw Bellott Croyland and Craig Park Youth Centres 14 Del Goddard Councillor and Chair of Leisure and Cultural Partnership 16 June 2008 15 Omar Days Independent Edmonton Green Development Committee 16 June 2008 Courtney Bradshaw Stephen Lewis 16 Mark Hayes Christian Action Housing 30 June 2008 17 Linda Squelch, staff, parents Headteacher, Brettenham Primary School 9 June 2008 and local residents 18 Andrea Nutter Executive Headteacher, Churchfield and Houndsfield 10 June 2008 Federation. 19 Julie Messer Headteacher, Eldon Junior School 12 June 2008 20 Val Millar Headteacher, Fleecefield Primary School 16 June 2008 21 John Pickett Headteacher, Hazelbury Junior School 17 June 2008 22 Laura Dickson Acting Headteacher, Houndsfield Primary School 10 June 2008 23 Lorna Reynolds, staff, parents Headteacher, Latymer All Saints Primary School 12 June 2008 and local residents 24 Geoff Cumner-Price Headteacher, Oakthorpe Primary School 16 June 2008 25 Marva Rollins Headteacher, Raynham Primary School 17 June 2008 26 Richard Greenfield, staff, Headteacher, St. Edmund’s Primary School 17 June 2008 parents and local residents 27 Heather Knightley Headteacher, St. John & St. James Primary School 12 June 2008 28 Davinder Nhalla Headteacher, Starksfield Primary School 17 June 2008 29 Sandra Heaviside Headteacher, Wilbury Primary School 25 June 2008 30 Siobhan Leahy Headteacher, Edmonton County School 17 June 2008 31 Teacher Houndsfield Primary School 10 June 2008 32 2 local residents, parents, Houndsfield Primary School 10 June 2008 support staff 33 Chair of Governors Churchfield Primary School 10 June 2008 34 6 children and 2 members of Wilbury Primary School 25 June 2008 staff 35 CAP2 consultation School Councils (primary ) Spring Term 36 Edmonton County School Business Manager (Edmonton resident) 17 June 2008 10 students (Edmonton residents) 37 Salisbury School 2 members of staff & 4 students 1 July 2008 38 Gladys Aylward School 2 members of support staff, and 6 students 7 July 2008 39 Andy Fox Headteacher, West Lea School 24 June 2008 40 Discussion with CAP 2 All CAP 2 Members invited to this CAP Members breifing 9 June 2008 Councillors where project themes and issues were discussed

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Appendix 2:

Glossary of key terms used in this report

KPS Keeping People Safe - Chapter ASBO Anti Social Behaviour Order Recommendations BME Black and Minority Ethnic LA Local Authority BSF Building Schools of the Future LAA Local Area Agreement CAPs Children's Area Partnerships LAC Looked After Children CABs Children's Area Boards LBE London Borough of Enfield CAF Common Assessment Framework LDA London Development Agency CAMHS Child & Adolescent Mental Health Service LDD Learning Disabilities and Difficulties CACEY Community Access, Childcare and Early LGA Local Government Association Years LSC Learning and Skills Council CCD Community Cohesion and Development - LSCB Local Safeguarding Children Board Chapter Recommendations MHT Mental Health Trust CEG Careers Education and Guidance NEET Not in Education, Employment or Training CYP Children and Young People NOSP Notice of Seeking Posession CYPP Children and Young People’s Plan NRF Neighbourhood Renewal Fund CMB Council Management Board NYA National Youth Assembly DCSF Department for Children, Schools and OfSTED Office for Standards in Education Families OLI One Large Intervention – part of LAA DMT Department Management Team PAF Performance Assessment Framework DSG Direct Schools Grant from Government. PAYP Positive Activities for Young People EBP Education Business Partnership PI Performance Indicator EEBP Enfield Education Business Partnership PCT Primary Care Trust ECSL Education, Children’s Services and Leisure PEPs Personal Education Plans ECYPS Enfield Children and Young People’s Service RSWs Registered Social Workers EHC Emergency Hormonal Contraception SAFE Service for Adolescents and Families in Enfield EiC Excellence in Cities SDHD Social Deprivation, health and Demographics - ESP Enfield Strategic Partnership Chapter Recommendations ESOL SOAs Super Output Areas EPO Educational Provision and Opportunities - SSCB Safer, Stronger Communities Board Chapter Recommendations SRM ERE Employment, Regeneration and Enterprise – STI Sexually Transmitted Infection Chapter Recommendations

EYDCP Early Years Development and Childcare VCS Voluntary and Community Sector Partnership WBL Work Based learning FIP Family Intervention Project YLC Youth, Leisure and Culture – Chapter GCSE General Certificate of Secondary Education Recommendations GNVQ General National Vocational Qualification

GOL Government Office for London

IAG Information, Advice and Guidance

IDACI Income Deprivation Affecting Children Index

IMD Index of Multiple Deprivation

ISA Information Sharing and Assessment

IST Integrated Support Team

KS 1/2/3/4 Key Stage 1/2/3/4

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Appendix 3 Leisure Survey Faith Groups involved Christian 156 A total of 419 responses were received from CAP Muslim 131 2. Of these respondents 226 live in area 2, 399 go (blank) 118 to school in area 2 and 206 live and go to school in Other 8 area 2. Ages ranged from ‘7 years and under’ to ‘15 Hindu 4 years and over’. The majority of respondents, Jewish 1 however, were ‘10 – 11 years’ and ‘8 – 9 years’. no religious affiliation 1 Almost equal numbers of males and females took part. 12% of respondents considered themselves to Grand Total 419 have a disability32.

Table A – Ethnicity breakdown

(blank) 117 White - UK 50 Black - African 47 Asian-Bangladeshi 38 Black - Caribbean 29 Turkish 25 Black-African 24 Black - UK 20 Any other ethnic origin 13 White - Other 8 white-other 5 Asian - Bangladeshi 4 Asian - Indian 4 Dual Heritage (mixed) White & Black Caribbean 4 Black-other 3 Black-UK 3 Dual Heritage (mixed) White & Black African 3 Greek 3 Asian-Indian 2 Black - Other 2 Black-Caribbean 2 Dual Heritage (mixed) Other 2 White - Irish 2 White-UK 2 Asian - Pakistani 1 Asian-Pakistani 1 dual-heritage (mixed) other 1 Italian 1 Kurdish 1 White & Asian 1 White & Black African 1 Grand Total 419

32 See Appendix 4 for breakdown of ethnicity and religion of respondents.

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Appendix 4 Leisure Services regular activities

Program m e Date Tim ings Venue CAP Area being covered Cost Focus G roup

Estate PAYP School Holidays ( Easter, 1.30pm - 4.30pm Aylward School 2 Free 8-14yrs - 1.30pm - 3.00pm (Basketball) W h its un H a lf-term , S u m m e r, & 15-17yrs 3.00pm - O ctober Half-term , February 4.30pm Half-term) Estate PAYP M on 14th -Fri 18th April 08 1.30pm - 4.30pm Jubilee Park 2 Free 8-14yrs - 1.30pm - 3.00pm (Basketball) & 15-17yrs 3.00pm - 4.30p m Estate PAYP M o n 7th - F ri 1 1th A pril & M on 1.30pm - 3.30pm Craig Park 2 Free 8-19yrs (F o o tb a ll) 1 4 th - F r i 1 8 th A p r il 0 8 Street Soccer Every Thursday (Term Time) 7.30-8.45pm Ponders End Youth 2 Free 13-19yrs Club

Street Soccer O n e off se ss ion , w hic h is n o Raynham Green 2 Free 13-19yrs lng er run ning Street Soccer O n e off se ss ion , w hic h is n o Norsem an 2 Free 13-19yrs lng er run ning (Edm onton Sports & S oc ail C lu b)

Sw im m ing L essons T e rm ly( A pril - Ju ly 200 8, Various tim es and Edmonton Leisure 2 Various prices A ll age s Sept - Dec 2008, Jan - March days as below Centre depending on courses 2009) D u ck ling s S w im m in g (6 Termly: Tues 9 Sept - 16 T ue s (9 :50) W ed Edmonton Leisure 2 £56.70 (14 weeks) 6 months - 4 yrs m onths - 4 yrs) Dec, W ed 10 Sept - 17 D ec, (1:30 & 2:30pm) Centre Thurs 11 Sept - 18 Dec T hurs (10:35am ) * 30 m ins se ssio ns Cygnet Swim ming (3 - Termly: Tues 9 Sept - 19 T ues(10:25am ), W ed Edmonton Leisure 2 £56.70 (14 weeks) 3 - 5 yrs 5 yrs) Dec, W ed 10 Sept - 17 D ec, (2:00pm ), Thurs Centre Sat 13 S ept - 20 th De c (10:00am ) * 30 m ins sessions C hildren 's S w im m in g T erm ly T ues 9 S ep t - 1 6 D e c , Tues (6:00 - 6:35pm Edmonton Leisure 2 £60.75 (15 weeks) 5+ yrs T hurs 11 Sept - 18 Dec, Sat & 7:15pm ) Thurs Centre 13 Sept - 20th Dec, Sun 14 - (4:05 - 5:20pm), Sat 21 D ec (8:00 - 9:45am ), Sun 4:00 - 6:20pm) * 30 mins sessions C hildren's 7+ Term ly: Mon 8 Sept - 15 Dec, M on (4:05 - 6:25pm ), Edmonton Leisure 2 £60.75 (15 weeks) 7+ yrs Tues 9 Sept - 16 Dec, Fri 12 Tues (4:05 - 5:15pm ) Centre Sept - 19th Dec Fri 4:05 - 5:15pm * 30 m ins se ssio ns

Advanced Swimm ing Termly Tues 9 Sept - 16 Dec, Tues (7:15pm) Thurs Edmonton Leisure 21 £60.75 (15 w eeks) Ability based T hurs 11 Sept - 18 Dec, Sat (5 :2 0 p m ) , S a t Centre 13 Sept - 20th Dec, Sun 14 - (9:45a m ), Sun (6:5 5 21 D ec & 7:30pm )

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Summer Activities Date Activity Time Venue CAP Area Cost Contact Programme Basketball Monday 4th August - Friday 1.30pm - 4.30pm Aylward 2 Free Darrell 8th August Braiden Basketball Monday 11th Aug - Thurs 14th 1.30pm - 4.30pm Jubilee Park 2 Free Darrell August Braiden Basketball Monday 18th August - Friday 1.30pm - 4.30pm Aylward 2 Free Darrell 22nd August Braiden Basketball Tuesday 26th Aug - Thursday 1.30pm - 4.40pm Jubilee Park 2 Free Darrell 28th August Braiden 3 v 3 Basketball Friday 15th August 1.00pm - 3.00pm (8-14 yrs) , Jubilee Park 2 £5.60 Darrell Festival 3.00pm - 5.00pm (15 - 17 yrs) Braiden 3 v 3 Basketball Friday 29th August 1.00pm - 3.00pm (8-14 yrs) , Jubilee Park 2 £5.60 Darrell Festival 3.00pm - 5.00pm (15 - 17 yrs) Braiden Street Soccer (PAYP) Monday 4th August - Friday 1.30pm - 3.30pm Craig Park, Craig Park Road, 2 Free Deniz 8th August Edmonton, N18 ZHN Ombesh Street Soccer (PAYP) Monday 11th August - Friday 1.30pm - 3.30pm Craig Park, Craig Park Road, 2 Free Deniz 15th August Edmonton, N18 ZHN Ombesh Street Soccer (PAYP) Monday 18th August - Friday 1.30pm - 3.30pm Craig Park, Craig Park Road, 2 Free Deniz 22nd August Edmonton, N18 ZHN Ombesh Street Soccer (PAYP) Tuesday 26th August - Friday 1.30pm - 3.30pm Craig Park, Craig Park Road, 2 Free Deniz 29th August Edmonton, N18 ZHN Ombesh Street Soccer Monday 28th July – Friday 1st 10.30am – 12.30pm, 1.30 – Snells Park - Grove Street, 2 Free Deniz August 3.30pm (8 - 12 yrs13 - 19 yrs at Edmonton, N18 2TL Ombesh both times)

Street Soccer Monday 28th July – Friday 1st 10.30am – 12.30pm, 1.30 – Montague Road MUGA - 2 Free Deniz August 3.30pm (8 - 12 yrs13 - 19 yrs at Montague Recreation Ground, , Ombesh both times) Pickets Lock Lane, Edmonton, N9 0AS

Street Soccer Tuesday 26th August - Friday 10.30am – 12.30pm, 1.30 – Bounces Road Community 2 Free Deniz 29th August 3.30pm (8 - 12 yrs13 - 19 yrs at Centre - 1 Foxglove Close, Ombesh both times) Edmonton, N9 8LW

Street Soccer Tuesday 12th -Friday 15th 1.30 – 3.30pm (8-12 yrs & 13 - Edmonton Leisure Centre 2 Free Deniz August 19 yrs) Ombesh Football Icon Camps Tuesday 5th – Friday 8th 1.30pm – 3pm (8 -11 yrs), Edmonton Leisure Centre 2 £16.80 Deniz for 8-13 Year Olds August 3:00pm – 4.30pm (12 -15 yrs) Ombesh

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Football Icon Camps Tuesday 26th – Friday 29 1.30pm – 3pm (8 -11 yrs), Edmonton Leisure Centre 2 £16.80 Deniz for 8-13 Year Olds August 3:00pm – 4.30pm (12 -15 yrs) Ombesh Programme Date Activity Time Venue CAP Area Cost Contact 4 v 4 Football Tuesday 29th July 4.30 – 6.30pm ( 11 yrs) and Jubillee Park 2 Free Deniz tournament under Ombesh 4 v 4 Football Wednesday 30th July 6:00 – 8:00pm (14 yrs and Jubilee Park 2 Free Deniz tournament under) Ombesh 4 v 4 Football Thursday 31st July 6:00 – 8:00pm (16 years and Jubilee Park 2 Free Deniz tournament under) Ombesh 4 v 4 Football Friday 1st August 6:00 – 8:00pm (19 yrs and Jubilee Park 2 Free Deniz tournament under) Ombesh Girls Only Football Thursdays 31st July, 7th 10:00am – 11:00am ( 5 -7 yrs), Norsemen Football Club 2 Free Deniz August, 14th August, 21st 11:00am – 1:00pm ( 8 - 11 yrs), (Edmonton Sports & Social Ombesh August, 28th August 2:00am -4:00pm (12 - 16 yrs) Club)

Street Dance Monday 4th August 10.30am - 11.30am Craig Park Youth Centre 2 Free Deirdre Doyle Boxercise Monday 11th August 10.30am - 11.30am Craig Park Youth Centre 2 Free Deirdre Doyle Angel Community TBC TBC Angel Community Centre 2 Free Deirdre Centre Activity Days Doyle / Derek Hamilton Cheerleading Wednesday 13th August - 1.30am – 3.00pm Edmonton Leisure Centre 2 £12.60 Usha Friday 15th August Sisodiya Trampolining Tue 29th July – Fri 2nd August 1:30 – 3:30pm Edmonton Leisure Centre 2 £29.60 Usha Sisodiya Trampolining Tues 12th August – Fri 15th 9.30am – 11.00am Edmonton Leisure Centre 2 £29.60 Usha August Sisodiya Table Tennis Wednesdays 4.00pm – 6.30pm Edmonton Leisure Centre 2 £2.50 Usha per Sisodiya session Mini-Tennis Tues 29th July – Thur 1st Aug 1:30pm - 3:30pm Edmonton Leisure Centre 2 £16.80 Usha Sisodiya Mini-Tennis Tue 121h Aug – Thurs 14th 9.30am – 11.00am Edmonton Leisure Centre 2 £12.60 Usha Aug Sisodiya

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Gymnastics Mon 28th July – Wed 30th July 10.00am – 12.00pm Gladys Aylward School – 2 £16.80 Usha Gymnasium Sisodiya Gymnastics Thurs 31st July - Fri 1st Aug 10.00am – 12.00pm Gladys Aylward School – 2 £11.20 Usha Gymnasium Sisodiya Gymnastics Mon 4th Aug – Tues 5th Aug 10.00am – 12.00pm Gladys Aylward School – 2 £11.20 Usha 08 Gymnasium Sisodiya Gymnastics Wed 6th Aug - Fri 8th Aug 08 10.00am – 12.00pm Gladys Aylward School – 2 £16.80 Usha Gymnasium Sisodiya Monday 18th August – Friday 2 Ellie Robles Swimming: Flip and 22nd August Fun 9:30 – 10:30am (5– 11 yrs) Edmonton Leisure Centre £21.75 Monday 18th August – Friday 2 Ellie Robles 22nd August Swimming: Aqua Kids: 10:45 – 11:15am (8-11 yrs ) Edmonton Leisure Centre £20.25

PAYP Activity Summary 2006 – 2007 2007 – 2008

When Activity Total No No No When Activity Has Total No No No Has Taken Activity Venue Participants Attendances Sessions Taken Place Participants Attendances Sessions Place Summer , Oct Half- Basketball Aylward School 219 1095 20 term, Feb half-term 33 158 14 Summer only Whitsun & Basketball Jubilee Park 91 570 50 Summer only 43 202 18 Summer Easter , Summer, Easter & Multi-Sport Craig Park 96 728 27 Whitsun 14 56 8 Summer Summer, Autumn Multi-Sport Pymmes Park 34 278 19 Winter Multi-Sport Snells Park 27 270 10 Summer Only 2 8 4 Easter Only Multi-Sport Raynham 12 60 5 Summer Only Easter, Whitsun Street Soccer Raynham Park 132 552 21 & Oct Half-term Whitsun & Street Soccer Craig Park 47 203 9 October Total 467 2941 3408 283 1239 79

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Appendix 5 CAP 2 - Diversionary Activities CAP Programme Activity Precis Date Timings Venue Area Cost Focus Group Lead Service Open / Closed

Youth Leadership Targeted (Gangs / Peer 6 week programme Weds 27.02 - members of Police / YOS / Group) challenging conflict 02.04 7pm - 10pm Craig Park Youth Centre 2 Free youth centre YSS Closed Open dependant Enfield Police Single Parade on security Site, Great Cambridge checks and Uniformed parade, policing Thursday Road Industrial Estate, application Police Cadets skills, sports training evenings 7pm - 10pm Lincoln Road All 4 £1 subs 14 -1 9 yr olds Enfield Police proceedure MONDAY 6.30pm - 8.30pm all ages TUESDAY 6.45pm - 8pm 13 & below 8pm - 9.30pm over 13's WEDNESDAY 6.30pm - 8.30pm all ages THURSDAY The Pavillon, (Opp 6.45pm - 8pm 13 Texaco Garage) Montagu Police / Eagles Boxing Mon, Tues, & below 8pm - Road, Edmonton, £2 per Apolostic Club Boxing Training Weds, Thurs 9.30pm over 13's N9 0EU 2 session U13's & 13+ Church Open Various central location to be Fun activities including confirmed Those referred outward bounds, theme will attend registration parks, AquaSplash, Quasar 28th July - 8th evening prior to scheme Summer Action etc August All Day commencing All 4 Free 11 - 16 yr olds Enfield Police Open via referal 8-14yrs - 1.30pm - 3.00pm & 15- Open - people Mon 7th - Fri 17yrs 3.00pm- Enfield from the local Estate PAYP Basketball Sessions 11th April Aylward School 2 Free 4.30pm Council - SDT area 8-14yrs - 1.30pm - 3.00pm & 15- Open - people Mon 14th -Fri 17yrs 3.00pm- Enfield from the local Estate PAYP Basketball Sessions 18th April 08 1.30pm - 4.30pm Jubilee Park 2 Free 4.30pm Council - SDT area Mon 7th - Fri 11th April & Open - people Street Soccer - skills and Mon 14th -Fri Enfield from the local Estate PAYP matchplay. 18th April 08 1.30pm - 3.30pm Craig Park 2 Free 8-19yrs Council - SDT area Various prices Swimming Swimming lessons from Termly from Various times depending Enfield Lessons begginers to advanced April 08 and days Edmonton Leisure Centre 2 on courses All ages Council - SDT Open

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Every Open - people Football Coaching Thursday Enfield from the local Street Soccer Skills/Games (Term Time) 7.30-8.45pm Ponders End Youth Club 2 Free 13-19yrs Council - SDT area

Variety of daily activities According to including trips to Alton activity but Towers, Liverpool Slavery 2 weeks usually all day Craig Park Youth Museum, paintballing, easter holiday (early start and Open - people Centre Easter national theatre, London Mon to Fri 7 to finish to e.g Various - all start from Craig Youth Support from the local Holiday Scheme eye etc 18 April Liverpool) Park Youth Centre 2 Free 13 to 19 yrs Service area School Summer Holiday period - publication and London Umbrella for all activities wide website available for young people being various according various across borough According Youth Support Summer University summer 2008 in Enfield generated to activity according to activity ALL to provider 11 to 19 Service Open Likely to be 4 Variety of activities weeks during According to Summer Holiday including games, music summer activity but Open - people Scheme Croyland and other activities lically, school usually 10 to 4 Youth Support from the local Youth centre as well as trips away holidays Mon to Fri Croyland Youth Club 2 Free 13 to 19 Service area Likely to be 4 Variety of activities weeks during According to Summer Holiday including games, music summer activity but Open - people Scheme Craig Park and other activities lically, school usually 10 to 4 Youth Support from the local Youth centre as well as trips away holidays Mon to Fri Craig Park Youth Club 2 Free 13 to 19 Service area Variety of activities Each week including trips, sport, Tues Wed and Each week Tues Open - people Craig Park Youth games, advice and Thurs 7- Wed and Thurs Youth Support from the local Centre personal support 10p.m. 7-10p.m. Craig Park Youth Centre 2 Free 13 to 19 yrs Service area Variety of activities including trips, sport, Each week Each week Tues Open - people Croyland Youth games, advice and Tues Wed and Wed and Fri 7- Youth Support from the local Centre personal support Fri 7-10p.m. 10p.m. Croyland Youth Centre 2 Free 13 to 19 yrs Service area various weekday Study support and help evening, 4.30-6pm after Library Study with homework for young Saturday school, 10-12.30 Weir Hall Library, Edmonton Libraries and Zones people mornings Saturdays Green Library 2 Free Aug-16 Museums Open Book discussion and Thursday Open, but check reading activities/ evenings Libraries and with library in Reading groups Manganime every 2 weeks 4-5pm Edmonton Green Library 2 free 13-16 Museums advance School summer open but tickets Variety of activities holidays required in Summer Holiday including craft sessions, advertised Libraries and advance from activities storytelling etc. widely various All libraries All free all ages Museums library

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Group sessions re the Open, but check Japanese illustration and 1st Thursday Libraries and with library in Manga Club comic / film gendre of each month 4 - 5pm Edmonton Green Library 2 free 13 -16 Museums advance Monday to Friday 7.00am - 8.00am £3.25 and and 4.00pm - £12 annual Enfield 6.00pm, Saturday Edmonton Leisure Centre, 2 Energy Leisure Aspire Junior Usage of health & fitness and Sunday The Broadway, Edmonton, Membershi Centres Fitness facilities Term time 8.00am - 5.00pm N9 0TR 2 p 14 - 16 yrs Limited Open Monday to Friday 7.00am - 6.00pm £3.25 and and 4.00pm - £12 annual Enfield 6.00pm, Saturday Edmonton Leisure Centre, 2 Energy Leisure Aspire Junior Usage of health & fitness and Sunday The Broadway, Edmonton, Membershi Centres Fitness facilities Holidays 8.00am - 5.00pm N9 0TR 2 p 14 - 16 yrs Limited Open Monday to Friday Aspire Sports & Fitness £3.25 and 4.00pm - 6.00pm, Centre, 325 Church Street, £12 annual Enfield Saturday and Edmonton N9 9HY Energy Leisure Aspire Junior Usage of health & fitness Term time and Sunday 8.00am - (Edmonton County Lower Membershi Centres Fitness facilities holidays 4.00pm School site) 2 p 14 - 16 yrs Limited Open Term Time: Mon to Thurs: 4.00pm - 8.00pm, Fri: 4.00pm - 7.00pm, Sat & Sun 10.30am - 3.30pm. School Holidays: Mon to £3.25 and A young person's gym Fri: 11am - £12 annual Enfield providing treadmills, bikes, 6.00pm, Sat & Edmonton Leisure Centre, 2 Energy Leisure rowing and resistance Term Time Sun: 10.30am - The Broadway, Edmonton, Membershi Centres Shokk Gym equipment and Holidays 3.30pm N9 0TR 2 p 8 -14 yrs Limited Open Various times. £1.80 for Enfield Swimming sessions Contact the Edmonton Leisure Centre, 2 people Leisure Public Swimming available to to the general centre for The Broadway, Edmonton, aged 18 Centres Sessions public Every day information N9 0TR 2 and under all ages Limited Open Aspire Sports & Fitness Various Evenings, Centre, 325 Church Street, prices Enfield Activities including football, weekends and Edmonton N9 9HY depending Leisure Sports Hall basketball, badminton and school holidays (Edmonton County Lower on the Centres Activities table tennis Every day only School site) 2 activity all ages Limited Open Various Activities including football, Various times. prices Enfield basketball, badminton, Contact the Edmonton Leisure Centre, 2 depending Leisure Sports Hall table tennis, trampolining centre for The Broadway, Edmonton, on the Centres Activities and gymnastics Every day information N9 0TR 2 activity all ages Limited Open

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no bookings recommended required but age 11-17 Enfield young people street dance, popular although younger Children & must attend 10 dance styles including every children are Young minutes prior to contemporary and cultural Saturday - Dance Studio-Edmonton welcome at Persons start of sessions Dance Fusion dance, muscial theatre term time only 2pm-4pm Leisure Centre All 4 Free trainers discretion Services for registration. Enfield Multisport sessions for girls Children & only-badminton, football, Young table tennis, basketball, Every Alan Pullinger Centre, Persons open access for GOALS 4 GIRLS dodgeball Wednesday 5.00pm-7.00pm Southgate all 4 Free 11-19 years Services girls only

arts and craft activities during outreach in local parks, open all children & SCRAPP outreach using recyclable products halfterm varies spaces and housing estates all 4 Free young people ECYPS open access Arts Activities, including music, dance and theatre Edmonton Green Shopping The Arts & Spring highlights music 31st May 12.30-4.30pm Centre 2 Free Family Events Team Open to all Art creation and curating, £9 including training in currently publicity, curating and 28 July to 3rd but will be The Arts & What's Cool? making art August 10-16.00 Millfield Art Centre Forty Hall 2,4 decreased Events Team Open to all Arts Activities, including Summer music, dance and theatre Edmonton Green Shopping The Arts & Celebration music 25th August Unknown Centre 2 Free Family Events Team Open to all Arts Activities, including music, dance and theatre Sights and Sounds music with an Olympic Edmonton Green Shopping The Arts & of Edmonton theme 27 and 28 Sep Unknown Centre 2 Free Family Events Team Open to all Tues 7.00 - 8.30 Thurs 6.00 -7.00 beginners Beginners to Advanced Tues eve 7.00 - 8.30 Aspire Fitness Centre Enfield Judo Enfield Judo Club judo training sessions Thurs eve Advanced Church Street Edmonton 2 All ages club Open to all Foxglove Close drop-In table tennis, weds Youth Centre computer games evenings 7.00 - 9.00pm Foxglove Close, Edmonton 2 Free 11 - 19 year olds Private Open to all

youth faith group - table New River Church, tennis, pool table , talks & Croyland Community Centre, Mojo's monthly Fri music sessions Thursday eve 7.30pm - 10pm Croyland Road 2 Free 13+ Faith Group Open to all

10th Edmonton around boys and girls The Scout Beavers Beavers Wednesday 6.00 - 7.30 pm Churchfields all £2.00 aged 6-8 Association open access

10th Edmonton around boys and girls The Scout Cubs Cubs Friday 6.00 - 7.30 pm Churchfields all £2.00 aged 8-11 Association open access

10th Edmonton around boys and girls The Scout Scouts Scouts Friday 8.00 - 10.00pm Churchfields all £2.00 aged 11-14 Association open access

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20th Edmonton around boys and girls The Scout Beavers Beavers Friday 5.00 - 6.00 pm Mill Brook Road, N9 all £2.00 aged 6-8 Association open access

20th Edmonton around boys and girls The Scout Cubs Cubs Friday 6.30 - 8.00 pm Mill Brook Road, N9 all £2.00 aged 8-11 Association open access

20th Edmonton around boys and girls The Scout Scouts Scouts Friday 8.00 - 10.00 pm Mill Brook Road, N9 all £2.00 aged 11-14 Association open access

14th Edmonton Millbrook Scout & Guide HQ, around Rainbows Rainbows Wednesday 6.00-7.00pm Milbrook Road, N9 all £2.00 girls aged 5-7 Girlguiding UK open access

14th Edmonton Millbrook Scout & Guide HQ, around Brownies Rainbows Mondays 6.00-7.30pm Milbrook Road, N9 all £2.00 girls aged 5-7 Girlguiding UK open access

17th Edmonton 1st Southgate Scout Hut, around Rainbows Rainbows Wednesday 5.45-7.00pm Tottenhall Road, N18 all £2.00 girls aged 5-7 Girlguiding UK open access

1st Edmonton 1st Southgate Scout Hut, around Brownies Brownies Monday 6.30-8.00pm Tottenhall Road, N18 all £2.00 girls aged 7-10 Girlguiding UK open access

3rd Edmonton St Aldhelms Hall, Windmill around Brownies Brownies Friday 6.15-7.45pm Road, N18 all £2.00 girls aged 7-10 Girlguiding UK open access

3rd A Edmonton St Aldhelms Hall, Windmill around Brownies Brownies Monday 6.15-8.00pm Road, N18 all £2.00 girls aged 7-10 Girlguiding UK open access Monday 6.45-8.00pm 5th Edmonton St John's Church Hall, around Brownies Brownies Dysons Road, N18 all £2.00 girls aged 7-10 Girlguiding UK open access

6th Edmonton Edmonton Methodist Church, around Brownies Brownies Thursday 6.30-8.00pm N9 all £2.00 girls aged 7-10 Girlguiding UK open access

7th Edmonton Angel Community Centre, around Brownies Brownies Thursday 5.30-7.30pm Raynham Road, N18 all £2.00 girls aged 7-10 Girlguiding UK open access

9th Edmonton Edmonton Baptist Church, around Brownies Brownies Wednesday 6.30-8.00pm Monmouth Road, N9 all £2.00 girls aged 7-10 Girlguiding UK open access

10th Edmonton 10th Scout HQ, Churchfield around Brownies Brownies Tuesday 6.00-7.15pm Recreation Ground, N9 all £2.00 girls aged 7-10 Girlguiding UK open access

12th Edmonton St Peters Church Hall, around Brownies Brownies Wednesday 6.00-7.30pm Bounces Road, N9 all £2.00 girls aged 7-10 Girlguiding UK open access Bush Hill Park Methodist 21st Edmonton Church, Wellington Road, around Brownies Brownies Wednesday 6.00-7.30pm EN1 all £2.00 girls aged 7-10 Girlguiding UK open access

3rd Edmonton St Aldhelms Hall, Windmill around Guides Guides Fridays 7.00-9.00pm Road, N18 all £2.00 girls aged 10-14 Girlguiding UK open access

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12th Edmonton St Peters Church Hall, around Guides Guides Thursday 6.45-8.15pm Bounces Road, N9 all £2.00 girls aged 10-14 Girlguiding UK open access Bush Hill Park Methodist 21st Edmonton Church, Wellington Road, around Rangers Rangers Wednesday 7.45-9.30pm EN1 all £2.00 girls aged 14-25 Girlguiding UK open access

St. John Ambulance St John's Headquarters, Claremont boys and girls St John's Ambulance Badgers Wednesday 6.30-8.00pm Street, N18 2RR all £1.00 aged 5-10 Ambulance open access St. John Ambulance St John's Headquarters, Claremont boys and girls St John's Ambulance Cadets Friday 7.30-9.30pm Street, N18 2RR all £2.00 aged 10-18 Ambulance open access C/O Security Lodge, TS Plymouth Sea Tuesday and Deephams Wharf, Angel boys and girls Cadets Cadets Thursday 19.30 - 21.30 Road, N18 3AA all aged 12-18 Sea Cadets open access

Mayfield Table boys and girls 13- Tennis Club Table Tennis Sunday 3.30-7.30pm behind 1 Kenmare Gardens all tbc 18 other open access

The 3Es Table Tuesday and Boundary Hall, Snells Park, £2 per Tennis Club Table Tennis Wednesday 5.30pm N18 2TB all session aged 8+ other open access

Edmonton Rangers Oakthorpe Playing Fields, teen, junior, Football Club Football various Tile Kiln Lane, N13 all under 16s other open access

Gladys Aylwards School, Ilamos (Enfield) Football various Windmill Road, N18 all under 16s other open access

Norsemen Soccer Edmonton Sports and Social teens, boys and School Football various Club, Church street, N9 all girls other open access training Henry Barass Stadium, Wednesday, 8.00-9.30pm Jubilee Park, Houndsfield children and Old Edmontonians Football play Saturday 12.00-7.00pm Road, N9 7RA all adults other open access Edmonton Leisure Centre, 2 Enfield Academy The Broadway, Edmonton, children and of Swimming Swimming Saturday 1.20-6.30pm N9 0TR all adults other open access Enfield Youth Edmonton Leisure Centre, 2 Underwater Centre The Broadway, Edmonton, children and (SAAZ) Sub aqua various N9 0TR all adults other open access Glady's Aylward School, Enfield Tuesday 6.30-9.00pm Windmill Road, Edmonton, Gymnastics Club Gymnastics Saturday 10.30 - 12..30pm N18 all children 5-16 other open access children aged 8- 25 with learning Special Olympics Lea Valley Athletics Centre, difficulties and Athletics Club Athletics Sunday 10.00-11.30am Picketts Lock Lane, N9 all disabilities other open access

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Winter Edmonton Leisure Centre, 2 Thursday 7.10pm The Broadway, Edmonton, Sunday 8.10 - 9.10pm N9 0TR April - Sept ' ' children aged Edmonton Canoe Wednesday 6.45pm to dusk Herts Young Mariners Base, over 9, 13-18 Group Canoeing Saturday 10.00-12.00noon Cheshunt all year olds, adults other open access Edmonton Cricket Club, Edmonton Cricket Monday and Edmonton Sports Club, youth 9-17 years, Club Cricket Tuesday 6.00-8.00pm Church Street, Edmonton N9 all adults other open access

Edmonton Cycling bi monthly - Club Cycling Sunday 10.00am various all all groups other open access

girls aged 5 and Dancercise Keep Fit Thursday 7.15-8.15pm Kipling Terrace, N9 all above other open access children, teens Tuesday, various Edmonton Leisure Centre, 2 and adults at Europa Taekwondo Wednesday, depending on The Broadway, Edmonton various skill Club Martial Arts Thursday age and skill level N9 all levels other open access The Martin Ace Black Belt Tuesday, Brettenham School, childen and Academy Martial Arts Thursday 5.00pm Brettenham Road, N18 all adults other open access Massar's Taekwondo Angel Community Centre, aged 5 and Association Martial Arts Monday 7.00 - 8.00pm N18 all above other open access School of Japanese Karate children and and Self Defence Martial Arts various various various all adults other open access

St Alphege Hall, Hertford children from 6 to Shen Chi Do Martial Arts Monday 7.45pm Road, N9 all adult other open access Edmonton Leisure Centre, 2 Shotokan Karate The Broadway, Edmonton children from 7 to Association Martial Arts various various N9 all adult other open access various depending on Millfield Art Centre Arts classes various various Millfield Arts Centre all class other open access Openhouse The Studio, 52 Market Performaning Arts Square, Edmonton Green Academy Dance and drama various various Shopping Centre, N9 all various other open access

Deegan Academy of Irish Dancing Dance various various various venues all from age 3 other open access

Enfield Blaze Westborne Hall, Westborne Cheerleading Cheerleading various various Place, N9 0RT all other open access

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Edmonton Cricket Club, all Edmonton Cricket Monday, Edmonton Sports Club, youth aged 9-17, Club Cricket Tuesday 6.00 - 8.00pm Church Street, N9 9HL adults other open access Edmonton Leisure Centre, 2 Edmonton Phoenix Tuesday, The Broadway, Edmonton aged 4 and Swimming Club Swimming Thursday various N9 all above other open access

Gladys Aylward School, EASS Instrumental tuition various various Windmill Road all 4 to 16 other open access Wednesday (term time Gladys Aylward School, Enfield Sings Choir Singing only) 4.45 - 5.45pm Windmill Road all aged 9-11 other open access fees Millfield Theatre, Silver according Millfield Theatre Arts and Dance various various Street, N18 1PJ all to event all ages local authority open access fees Millfield Youth Millfield Theatre, Silver according Theatre Theatre various various Street, N18 1PJ all to event age 4-14 local authority open access

Suella School of Performing Arts Dance Millfield House Art Centre all 2½ and above other open access DOE costs Duke of Edinburgh Facilities and Training for Craig Park Youth Centre, and Organised by Award Scheme scheme various various Lawrence Road all registration 14-15 LBE open acess

Edmonton All Contemporary jazz dance, Angel Community Centre, Saints Club drama & singing Monday 6.45-8.00pm Raynham Road, N18 2JF all 5 to 15 other Edmonton Teenage Reading Last Thursday Edmonton Green Library, 36- Group Reading Group of each month 4.00-5.00pm 44 Fore Street, N9 0TN all Teenagers other open access

FaceFront Theatre Theatre workshop various various 52 Market Square, N9 0TZ all 10 to 19 other open access

Salisbury Arts Centre, Saturday Arts Club Visual Arts Club Saturday 10:30 to 12:30 Foxglove Close, N9 9LA all 5 to 11 other open accss Term time only on Mondays. Year round on Wigwam Village Creative Play Thursdays. various 63 Church Street, N9 9LU all £1.00 0-7 other open accss The Latymer Saturday Music Musicianship and Saturday Latymer School, Church Centre instrumental tuition mornings Street, N9 9TN all 5 to 11 other open accss

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Appendix 6 Craig Park Youth Centre Summer programme. 28 July to 29 August 2008 Monday Tuesday Wednesday Thursday Friday 28th July 29th 30th 31st 1st Aug Art Art Guitar Playing First Aid Ten Pin Bowling First Aid Go Karting Week 1 Guitar Playing Dance Sports Dance All Day Championship Photography Photography Photography Photography 60 Riders

4th 5th 6th 7th 8th Art Paintball Art Alton Towers Hair & Beauty Music Recording 1pm – 4pm Music Recording 100 People Week 2 Jewellery Making Dance 53 players Dance 6am – 10pm Photography Photography Aylwood school Basketball session Aylwood school Basketball session Aylwood school Basketball 1.30 to 4.30pm Aylwood school Basketball session 1.30 to 4.30pm Aylwood school Basketball session 1.30 to 4.30pm 1.30 to 4.30pm session 1.30 to 4.30pm

11th 12th 13th 14th 15th Art Chessington Canal Boat Trip PARTY Hair & Beauty Guitar Playing Dance World of adventure Photography BBQ Week 3 Jewellery Photography Photography Showcase 100 People Street Football 1.30 to 4.30 pm Photo Display Street Football 1.30 to 4.30 pm Pymmes Park Pymmes Park Street Football 1.30 to 4.30 pm Street Football 1.30 to 4.30 pm Pymmes Park Pymmes Park Week 4 (26 – 29 Street Football 1.30 to 4.30 pm Street Football 1.30 to 4.30 pm Street Football 1.30 to 4.30 pm Street Football 1.30 to 4.30 pm Aug) Pymmes Park Pymmes Park Pymmes Park Pymmes Park

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Appendix 6 - Enfield Youth Support Service - Croyland Youth Centre Summer Activities 2008 Week One Monday 04th Tuesday 05th Wednesday 06th Thursday 07th Friday 08th

11am 11am-1pm 11am-1pm 11am- 1:30pm Introductions with staff and young Cooking: Biscuit making and Healthy Living Workshop

people. Decorating Personal hygiene

Fire Drill Horse Riding Centre Ground Rules DJ Music Workshop or Dance 1pm-1:30pm Go karting Trip Leaving 11 and return to centre by 1pm-1:30pm Leaving at 11am 1pm 11am – 1pm Break free time General activities (pool, table tennis, 1:30pm-2:30pm Return to centre by 05:30pm Registration and sign up to Nintendo wii) programmes and activities DJ Music Workshop 1pm-1:30pm Art: introduction Or Dance 7pm-9: 30pm 2:30pm-3:30pm FILM NIGHT General activities (pool, table tennis, 1:30pm-3:30pm Young peoples choice Nintendo wii) Cooking: continue from morning Careers and Access to Higher Register for activities Education Advise, support with 1pm to 3pm Connexions adviser will be available finding jobs, interview skills for advise and information on college Connexions adviser will be available Chlamydia Screening course and E2E for advise and information on college Connexions adviser will be available course and E2E for advise and information on college course and E2E

Monday 11th Tuesday 12th Wednesday 13th Thursday 14th Friday 15th Week Two 11am 11am to 1:30pm 11am to 01:00 11am-1: 30pm Introductions with staff and young Arts and Crafts: Careers and Access to Higher Arts and Crafts: people. Making a wall hanging Education Advise All day trip to Thorpe Park Making face masks to represent Fire Drill young persons feelings Centre Ground Rules DJ and Music workshop Healthy Living Workshop* Leaving at 08:00am 11am to 12:30pm Making fruit smoothes DJ music work shop or Dance 11am-1pm Sex and relationship workshop Return to centre around 07:00 pm Arts and Crafts: making a wall General activities (pool, table tennis, 1:30pm hanging Social activities Nintendo wii) 1.30 to 4.30pm Centre shuts and reopens at 7pm. 1pm-1:30pm Jubilee Park Basketball session 1pm- 2pm 01:00 TO 01:30PM 1.30 to 4.30pm Outside Activity: Break free time Jubilee Park Basketball session Quick cricket ages 11-14 (Please provide your own lunch)

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2pm-3:30pm 2:30pm-3:30pm 02:00 to 03:30pm 7pm-9:30pm Sex and relationship workshop Careers and Access to Higher Cooking: making Pizza FILM NIGHT Education Advise, support with Or Dance Young peoples choice 1.30 to 4.30pm finding jobs, interview skills Jubilee Park Basketball session 1.30 to 4.30pm Jubilee Park Basketball session Connexions adviser will be available for advise and information on college Connexions adviser will be available course and E2E for advise and information on college course and E2E

Monday 18th Tuesday 19h Wednesday 20th Thursday 21st Friday 22nd Week Three Introductions with staff and young 11:00 to 01:00 11:00 to 01:00 11am people. DJ music work shop: Sound Paint balling Trip DJ music work shop: Sound Fire Drill engineering engineering Prepare to leave Enfield Centre Ground Rules Leaving 11am 11:00 to 12:30 Arts and Crafts: T-shirt designs ages Young people to bring spare 11am-1pm Drugs and alcohol workshop Young people must meet at the 11+ clothing, towels, deodorants, Arts and Crafts: T-shirt designs ages centre to travel with youth workers, toothpaste, and toothbrush, socks, 11+ the group will then return back to the Social activities old pair of trainers, loose clothing, Healthy Living Workshop* Centre around 5pm and may bring sleeping bag or Making fruit smoothes Dance blankets.

1pm- 2pm Careers and Access to Higher Outside Activity: Arts and Crafts Education Advise, support with Quick cricket finding jobs, interview skills 2pm-3:30pm Finish at 03:30pm

Drugs and alcohol workshop Connexions adviser will be available Connexions adviser will be available Connexions adviser will be available for advise and information on college for advise and information on college for advise and information on college course and E2E course and E2E course and E2E Meeting with the YP- and parents re- residential

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Weekend Residential Friday Saturday Sunday

Arrive at 17:30 and settle down in Breakfast 08:00 Breakfast 08:00 rooms 09:15 - 10:45 09:15 - 10:45 Dinner: 18:00 First activity First activity

Group: Meeting- ground rules, 11:00 - 12:30 Second activity 11:00 - 12:30 Second activity explain what the plan is for the weekend. Lunch Lunch

Group activities and ice breakers 13:15 – 14:45 Third activity 13:15 – 14:45 Third activity

Free time and group discussion 15:00 – 16:30 Fourth activity Evaluation and leave for home

Break for Free time

18:00Dinner Group activities and ice breakers later in the evening

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Appendix 7 LSC Programmes and Initiatives 2006/07 (Sourced from London LSC Mi-London system) Programme Name Target Group(s) Programme elements Volume of activity Edmonton Enfield School sixth-forms • 16-18 year-olds • GCE Advanced Level 968 3659 2007/08 figures • Level 2 • Level 3 Further education learning aims enrolled • 16-18 year-olds • Developmental Learning (i.e. fits 10,610 27,446 • People over 19 into neither the QCF nor NQF) • Entry Level Of whom Of whom • Level 1 16-18 = 5,070 16-18 = 11,425 • Level 2 19+ = 5,526 19+ = • Level 3 (under 16 or n/k = 15,971 • Access to HE and HEFCE 14) (under 16 or n/k = funded 50) Apprenticeships Programme-Led: • Apprenticeship Frameworks 140 starts 625 starts • All ages waiting for an (incorporating Level 2 NVQ) Apprenticeship place with an • Advanced Apprenticeship employer frameworks (incorporating Level Employed-status: 3 VQ) • 16-18 • 19-24 • People aged over 25 Entry to Employment • 16-18 year olds not otherwise in Positive destinations include: - 403 Providers based in Enfield education / training or • Apprenticeships employment • Place in FE • Job • Job with training Skills for Jobs • People 19 and over who are not Goal is sustained employment with a - - New programme piloted during 2007/08 in education, training or minimum of 16 hours per week lasting at employment least 13 weeks and with training. Stepping stones that are recognised are: • Job entry • Participating in a structured learning programme, ideally providing access into Level 2 Train to Gain • People of all ages who are in • Skills for Life - 917 Providers based in Enfield work • Level 2 • Level 3 Adult Safeguarded Learning • People of all ages • Family learning - 2600 • First Steps • Personal / community learning European Social Fund • People who are being targeted Various - - New programme by the projects

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Appendix 8 - Youth offending team budget sources for the financial year 2008/09 Agency Staffing costs (£) Payments in kind – revenue Other delegated funds (£) Total (£) (£) Police 1 x Sgt and Two x Constables = None £10850 £172,869 £162,019 Probation £44,580 £15000 [CP Hours] £10,700 £70,280 Health £24,070 None £11,145 £35,215 NB a CAMHS Grant of £22K should also form part of the funding but has Never been paid by the PCT Local Authority £976,590 None £220,110 £1,196,700 YJB £411,114 None £15,000 £426,114 Other [OLAS, LAA, Community Safety Grant] £275,170 None None £275,170 Total £1,893,543 £15000 £267,805 £2,176,348

YOS Posts at Risk in March 2009 due to funding sources ending. 2 x Positive Activities for Young People [PAYP] posts. Funded out of PAYP budget for one year these posts may be possible to re bid for so they are not definitely going as such but discussion re new bid yet to be had. At this moment in time these posts end in March 2009. One post is occupied, other vacant, will be now difficult to fill as few people will wish to take on a job for less than six months [which this will be at most after we have gone through recruitment and selection procedure.]. This is always an issue with posts funded for one year.

1 x Gangs, Robbery, Assault, Intervention and Liaison [GRAIL] worker Post. A new post, for which we received 18 months funding and which ends in March 2009. Funding is from Community Safety Grant and will definitely end in March 2009. No other hope of funding for this post on the horizon so likely hood is this post will definitely end. A very important post that is starting to allow us to question young people more closely about gang activity, get a better picture re what is happening re gangs and increase our liaison with Police but ultimately if we have to we can cope without it. To lose it will impact on our knowledge of gangs and our ability to intervene in what may or may not be developing re gangs and would impede our work. 1 x Drugs / Sexual Health worker. This dual role post is funded 50 / 50 by Community Safety and Drugs Pump Priming [DPP] grant [The first grant is a year on year grant that is now in its third year and for which we have had to make a bid each year and the other is the 3 year DPP grant]. Both grants definitely end in March 2009. This post is one of only two drugs work post and is the only sexual health / teenage pregnancy post in the YOS. A very important post, approximately 90% of Children’s Services DUST screenings and the majority of the referrals to tier three drugs services for children come from these two YOS drugs workers as does all our tier one and two intervention. Our only ability to engage regarding teenage pregnancy and sexual health comes through this worker. 1 x Looked After Social Work Post. One of 7 Case Manager posts in the YOS. 3 year LAA grant which definitely ends in March 2009. The YOS struggles greatly with only 7 case workers, we really in my opinion need a minimum of at least nine, but we certainly could not cope with less that 7. We really would not be in a position to work safely and certainly not constructively with our client group if this post is lost. Nothing definite but currently a possibility that this post may be found funding from another source. We will pursue this possibility. 1 x LAA Referral Order case Officer [ROCO] Post. One of 5 Referral Order Case Manager post in the YOS. 3 year LAA grant which also definitely ends in March 2009. The YOS copes acceptably with only 5 ROCOs, but this is the minimum number we can cope with. We certainly could not cope with less that 5, we really would not be in a position to work constructively. Nothing definite but currently a possibility that this post may be found funding from another source. We will pursue this possibility. 1 x Prevent and Deter [P and D] coordinator post. Works with others agencies, particularly the Police, to coordinate the P and D panel and monitor the most high risk YOS clients, the ones who are the most risk of re- offending and to a great degree harm to the community. An extremely important function and the loss of this post would severely impact on the work of the YOS. Has been funded for the last three years by a succession of Community Safety grants that have been bid for year on year. Grant funding definitely ends in March 2009 however there is a possibility of funding being found from another source re this post. We will pursue this possibility. NB; In addition to the above a number of other YOS posts are grant funded, either with rolling year on year grants or with grants ending in 2011. When these grants end there is the potential for the YOS to have to cover the redundancy of these workers. Two YOS posts are currently joint funded, 50 / 50 by different sources. One of the posts, Community Safety SMU it is two grants that funded it and these end in March 2009 in the other cases, the Group Worker, the funding is 50 / 50 between a YJB rolling grant and core funding so there is a possibility that half of the funding ends and the other half remains.

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